製藥產業有兩大系統，一為原廠專利藥，另一系統為學名藥。原廠專利藥藥廠投入相當可觀的研發人員與研究經費，專注於研發新的藥物或新的劑型，以期改善臨床病患的治療結果，但風險是研發失敗的可能性極高。學名藥的主要營業模式則是複製已無專利保護的原廠專利藥，以價格為競爭工具，提供市場相同療效但價格較原廠專利藥低的產品。 本論文研究首先透過五力分析探討跨國藥廠專利藥與學名藥的利基所在以及威脅來自何處。專利藥是獨佔市場，售價高，因而利潤高，但下游廠商對它的利潤產生了很大的威脅，主要是因為保健意識高漲，政府為控制健保成本，積極壓低藥品價格，造成製藥產業的獲利率降低；而學名藥不論是在全球市場或台灣市場，處於一個相當競爭的藥品市場，雖然研發費用低，但因售價也低，造成其利潤有限。 再者，探討跨國藥廠用何種模式進入台灣藥品市場，並分析其優劣勢所在。根據了解，跨國藥廠不論是專利藥或學名藥，市場進入模式都相當單純，大都傾向以成立獨資子公司並以純銷售的方式進入台灣藥品市場，但在某些區域或醫院則委託經銷商代為行銷販售。產品無論是專利藥或學名藥多數由國外自家製造廠生產，再運送至台灣，製造廠遍及歐美和亞洲，部分產品委託台灣本土藥廠製造。為何跨國藥廠偏好成立獨資子公司，主要的原因是因為跨國藥廠認為自身具有非常獨特的優勢，成立獨資子公司可減少專業技術被竊取的風險，方便進行全球性策略的協調，能對每個流程做嚴格的管控，最重要的是該市場的全部營業收入皆歸母企業所有。 總而言之，本研究發現跨國藥廠在台灣面對政府的健保政策以及本土藥廠的低價策略，自有其一套因應策略，以確保它在台灣成立的獨資子公司不僅能嚴格遵守母公司對各項流程的要求，確實執行母公司擬定的營運策略，最重要的是達到母公司要求的業績目標，讓營業收入及利潤完全回歸母公司所有。

Syfte: Syftet med studien är att ge en förståelse för hur employer branding kan användas för att göra en organisations arbetsgivarvarumärke mer attraktivt, då organisationen är präglad av arbetskraftsbrist samtidigt som ett krav på specifik kompetens finns.   Metod: En fallstudie med en abduktiv ansats som behandlar employer branding utifrån ett apoteksföretag. Datainsamlingen har gjorts genom kvalitativa intervjuer och från fallföretagets forum på sociala medier.   Slutsats: Studiens resultat har visat hur en organisation kan arbeta med employer branding för att stärka sitt arbetsgivarvarumärke. Två av de mest fundamentala målsättningarna med employer branding är att kunna behålla och attrahera personal. För att kunna uppnå dessa målsättningar har flertalet aspekter valts ut och analyserats för att kunna identifiera hur en organisation kan vara framgångsrik i sitt employer branding-arbete. Studien har visat att ett framgångsrikt employer branding-arbete kräver en process där varje aspekt fungerar i symbios, men att förändringar på arbetsmarknaden ibland kan vara överväldigande och underminera företagens möjligheter med employer branding. / Purpose: The purpose of this study is to bring understanding into how employer  branding can be used in order to make an employer brand more attractive, while the organization is characterized by labour-shortage and at the same time demand specialized skills.   Method: The study is based on a case study with an abductive reasoning and addresses employer branding from a pharmaceutical company’s perspective. The data has been collected through qualitative interviews and from the pharmaceutical company’s social media forums.   Conclusion: The results of the study have shown how an organization can work with employer branding in order to strengthen its employer brand. Two of the most fundamental objectives of employer branding is to be able to retain and attract personnel. In order to achieve these objectives, numerous aspects have been selected and analyzed to identify how an organization can be successful in its work with employer branding. The study has shown that a successful work with employer branding demands a process where every aspect functions in symbiosis. However, changes in the labour-market can sometimes be overwhelming and therefore underminine the companies employer branding abilities.

This thesis consists of three papers. Industries that motivated this analysis range are exclusive clubs (Chapter 1) and pharmaceuticals (Chapters 2 and 3). A common thread is the study of the strategic behavior of monopoly or monopoly-like firms and the implications of such behavior. Chapter 1 studies an “invitation only” strategy for a durable goods monopolist. “Invitation only” functions as a commitment device, enabling the extraction of more profit than the conventional durable goods setting. In addition, the effectiveness of commitment devices in profit-extraction can be compared: each commitment device is modeled as an extra condition in the profit maximization of the general durable goods monopolist, enabling straightforward comparisons across commitment devices. Chapters 2 and 3 discuss the effect of patent protection on innovation in the pharmaceutical industry, in particular competition to produce drugs that follow-on from pioneer drug discovery, and any feedback effects on pioneer innovation. Despite the conventional notion, I show that longer patent protection may reduce or distort the incentives of innovation: with longer patents, the increased need of pioneer inventors in deterring the production of follow-on drugs may translate to less profitability for the pioneer inventor. Chapter 2 serves as a background and a literature review for Chapter 3. It explains the multi-stage drug discovery process and the phenomenon of follow-on drugs; it reviews strategic entry deterrence theories and summarizes the behavior of brand-name drug firms in deterring generic entry studied in the literature; it also reviews the optimal patent length and breadth literature. Chapter 3 presents several observed puzzles in the pharmaceutical industry and provides a unified explanation for these puzzles within a strategic entry deterrence model. The central conclusion is that under some general conditions, longer patent life distorts incentives for innovation and lowers research productivity: pioneer research is discouraged relative to follow-on research; inexpensive R&D projects are discouraged, and ceteris paribus expensive projects are favored instead, especially those with large clinical trial costs. Other predictions from the model accord with industry observations, including mid-development cancellations of potential drugs for non-medical reasons and early development of follow-on drugs in large markets.

This thesis consists of three papers. Industries that motivated this analysis range are exclusive clubs (Chapter 1) and pharmaceuticals (Chapters 2 and 3). A common thread is the study of the strategic behavior of monopoly or monopoly-like firms and the implications of such behavior. Chapter 1 studies an “invitation only” strategy for a durable goods monopolist. “Invitation only” functions as a commitment device, enabling the extraction of more profit than the conventional durable goods setting. In addition, the effectiveness of commitment devices in profit-extraction can be compared: each commitment device is modeled as an extra condition in the profit maximization of the general durable goods monopolist, enabling straightforward comparisons across commitment devices. Chapters 2 and 3 discuss the effect of patent protection on innovation in the pharmaceutical industry, in particular competition to produce drugs that follow-on from pioneer drug discovery, and any feedback effects on pioneer innovation. Despite the conventional notion, I show that longer patent protection may reduce or distort the incentives of innovation: with longer patents, the increased need of pioneer inventors in deterring the production of follow-on drugs may translate to less profitability for the pioneer inventor. Chapter 2 serves as a background and a literature review for Chapter 3. It explains the multi-stage drug discovery process and the phenomenon of follow-on drugs; it reviews strategic entry deterrence theories and summarizes the behavior of brand-name drug firms in deterring generic entry studied in the literature; it also reviews the optimal patent length and breadth literature. Chapter 3 presents several observed puzzles in the pharmaceutical industry and provides a unified explanation for these puzzles within a strategic entry deterrence model. The central conclusion is that under some general conditions, longer patent life distorts incentives for innovation and lowers research productivity: pioneer research is discouraged relative to follow-on research; inexpensive R&D projects are discouraged, and ceteris paribus expensive projects are favored instead, especially those with large clinical trial costs. Other predictions from the model accord with industry observations, including mid-development cancellations of potential drugs for non-medical reasons and early development of follow-on drugs in large markets.

In today¡¦s ever-changing, competitive business environment, professional managers are challenged with the aims of attracting target markets, establishing relationships, increasing competitiveness, and achieving objectives. The business must continually add value, create a long-term competitive advantage, and satisfy customer needs in order to maintain a position of leadership in the market. In opening Merck Sharp Dohme at a time when medical organizations are undergoing such global change, one must consider the relationship between the aim of the organization and the clients¡¦ needs. In 2007, the ¡§Key Customer Unit¡¨ was established, a new marketing approach (New Strategic Selling) was adopted, and the competitiveness of the organization was enhanced, a new method of managing the client base was created, which assisted the company in reaching its global objectives. This research paper used explorative research methods adopting qualitative and quantitative means of analysis, as well as on the spot investigation into internal operations of the ¡§Key Customer Unit¡¨ of the Taiwanese branch of an American pharmaceutical factory. Through the implementation of KAM and CRM, research was conducted into the operation of the ¡§Key Customer Unit¡¨. Discussions were carried out into my degree of satisfaction with the achievement of company objectives. Discussions also touched upon my satisfaction with current policies, the operation of the ¡§Key Customer Unit¡¨, the results and cohesiveness of the ¡§Key Customer Unit¡¨, staff qualities, on the job competence as well as limitations. Conclusions of the thesis are listed below: 1. Solving on-the-spot problems for the ¡§Key Customer Unit¡¨ as well as providing a platform for long-term cooperation. 2. The importance of the operation and cohesiveness of the ¡§Key Customer Unit¡¨, creating a plan for clients, and servicing clients. 3. Members dealing with the ¡§Key Customer Unit¡¨ demonstrated experience, confidence, logic, and the ability to execute, delegate, and communicate effectively. 4. The ability to coordinate was the skill most valued by clients and staff. 5. Key reasons behind success of the ¡§Key Customer Unit¡¨ was, choosing the right staff, systematic thought, professional management on the part of the client manager, coordination of resources, marketing activities, coordinating the duration of the client plan, as well as complete dedication to the task at hand. 5 key points developed from the conclusion: 1.The execution of MERCK¡¦s 5 Ring policy aims at building motivation for the ¡§Key Customer Unit¡¨ 2.Finding the right person to carry out the right steps is the cornerstone of success behind the ¡§Key Customer Unit¡¨. 3.The driving force behind the success of managing the ¡§Key Customer Unit¡¨ is the Client Manager. 4.Opportune spending and proper use of resources is the most impressive result when managing the ¡§Key Customer Unit¡¨. 5.The key point to adding value to your ¡§Key Customer Unit¡¨ is separation of customer teams to increase internal competitiveness.

Pourquoi et comment la Responsabilité Sociale d’Entreprise (RSE) invite-t-elle les dirigeants à redéfinir les business model ? Mettre en oeuvre la RSE signifie que l’entreprise requalifie progressivement la création de valeur au regard des valeurs universelles du développement durable. Le business model, en tant qu’outil représentatif du système de création de valeur d’une entreprise n’a plus vocation à créer uniquement de la valeur économique mais aussi des valeurs sociales, sociétales et environnementales. Le profit de l’entreprise est envisagé à travers une équation de profits au pluriel donnant du sens à la performance globale de l’entreprise.La recherche-intervention menée « avec et pour » Janssen France a permis d’élaborer et d’expérimenter un processus de création de valeurs par la RSE facilitant la prise de décision des dirigeants en la matière. Il se compose de trois séquences. Il aide les praticiens à mieux comprendre comment se définit la RSE dans le cadre de leurs activités, à structurer une orientation stratégique et à expliciter concrètement les contributions de l’entreprise aux enjeux du développement durable. En intégrant la RSE au cœur des composantes du business model, l’entreprise élargit la finalité de ses activités et contribue à des enjeux de bien commun. / Why and how does Corporate Social Responsibility (CSR) invite managers to redefine business models? Implementing CSR means that the company is gradually redefining value creation according to the universal values of sustainable development. The business model, as a representative tool of a company's value creation system, no longer aims to create only economic value but also social, societal and environmental values. The profit of the company is considered through an equation of plural profits giving meaning to the overall performance of the company.The research-intervention carried out "with and for" Janssen France has made it possible to develop and test a process of values creation by CSR to facilitate decision making by managers in this area. It consists of three sequences. It helps practitioners to better understand how CSR is defined in their business, to structure a strategic orientation and to make concrete the company's contributions to sustainable development issues. By integrating CSR at the heart of the business model's components, the company broadens the scope of its activities and contributes to the common good.

The topic of this thesis is a global pharmaceutical industry focussing on its geographical aspects. It is a progressive branch of industry with a specific structure and it is characterised by specific trends of development and localization. The first section of the thesis shows the basic characteristics of the pharmaceutical industry. The second section of the thesis deals primarily with a global pharmaceutical industry, important producers of pharmaceutics and pharmaceutical companies and also geographical organization and deployment of this branch of industry. This section brings also the issue of research in the pharmaceutical industry, the question of supranational activities of pharmaceutical industry or functioning of international pharmaceutical associations. The third last section deals with Czech pharmaceutical industry and its situation in the Czech Republic. The thesis focuses primarily on the domestic producers of pharmaceutics it describes their history and current state shows some geographical patterns of domestic pharmaceutical industry and distribution. Tables, graphs and maps make the integral part of this thesis which function primarily as an illustration and specification of acquired information.

The diploma thesis deals with definition of the main part of optimal portfolio of pharmaceutical company. The goal of the thesis is to identify top ten anatomical-therapeutic groups by sales, which can set up the main part of maximized sales portfolio. Approach of the diploma thesis is authentic strategic decision of man-agement of generic pharmaceutical company that penetrates Czech market. Dispensable materials for manager decisions consist of common access resources. Materials go with information about competition's sales, figures about the medication's movement in distribution chain and data of payer's costs. The decision will be made in simple one-criterion choice. The significance of the anatomical-therapeutic groups will be confirmed by epidemiological data.

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1 Thesis Summary Private Enforcement of EU Competition Law Zuzana Šimeková 1. Starting points and goals of the thesis The main goal of my thesis is the application of the ever-evolving contemporary issues of private enforcement of the EU competition law, its developments in the legislative area and the decision- making practice of the European Commission and the Court of Justice of the European Union (the ECJ) to the pharmaceutical sector area. As regards the functioning of competition rules, the pharmaceutical sector found itself in the cross-hairs of the European Commission fairly recently. Its efforts resulted in the Pharmaceutical Sector Inquiry Final Report of 8 July 2009 (the Final Report). The primary subject-matter of my thesis is the assessment of the competition relationship dynamic between the originator and generic pharmaceutical companies, especially the degree by which the conduct by the originator pharmaceutical companies can delay market entry by the generic pharmaceutical companies and thereby negatively affect the consumers by (among other things) limiting availability of cheaper drugs. Despite the expectations of legal practitioners and academia, the European Commission did not rule in the Final Report whether the discovered conducts constitute violations of the EU competition law. The...