With the influence of drug patents expired, pharmaceutical R&D capacity decreased and the global financial crisis, pharmaceutical R&D and market encountered an unprecedented impact. But a number of multinational pharmaceutical companies who rely on a strong product portfolio structure can remain deeply entrenched in the ranking position. In contrast, the Chinese pharmaceutical industries are more weak in the sustainable development of the capacity of product portfilo model. How to find an effective product portfolio management, and establish product portfolio combining the innovative drug with the advantage products in the market is a necessary strategy for the enterprise to maintain long-term growth capacity. In this paper, we choose the Chinese pharmaceutical enterprises as the object, product portfolio management as the core, brand management and patent management as the two wings, to research Chinese pharmaceutical portfolio management model. After stating the research questions, we research the portfolio management experiences from the three largest global pharmaceutical mergers and acquisitions. Then, through the literature review of product portfolio, we find that previous studies have cut the overall product management, we should combine the brand management and patent management with product portfolio management to establish a perfect product portfolio model under the reality of Chinese pharmaceutical industry. In case study, Harbin Pharmacology Group, Yangtze River Pharmaceutical Group and Hengrui Medicine were selected for the example. Through three aspects of portfolio management, brand management, and patent management to study Chinese pharmaceutical enterprises portfolio management, the link among portfolio management, brand management and patent management can be got by comparison and analysis. Finally, conclusions and policy recommendations are given out on the Chinese pharmaceutical industry portfolio model, brand management and patent management: Chinese pharmaceutical enterprises must to break through the low level and replication patterns, find reasonable product portfolio and optimize product portfolio; While economic integration, strengthen the technical relevance of portfolio optimization; establish a consistent brand portfolio management and patent management system, strengthen the mutual support of product portfolio, brand management and patent management capacity; Different product portfolio in different patent management, construce patent defense system; Change the direction of product structure and develop areas, and gradually transate to proprietary companies; Be in actively seeking mergers and acquisitions, integration of resources and proper diversification. Key words: product portfolio management, brand management, patent management

隨著藥品專利到期、制藥企業的 R&D 效率降低和全球金融危機影響，藥品的 研發和上市遭遇前所未有的沖擊，然而眾多跨國制藥企業依靠強大的產品組合結 構能夠在排行榜上保持難以撼動的位置。相比之下，中國制藥行業在建立可持續 發展產品組合模式的能力上較為薄弱。如何尋求有效的產品組合管理模式，建立 起創新性在研藥與優勢上市產品相結合的產品組合結構是企業維持長期增長力 和競爭優勢的必要戰略。本文以中國制藥企業為研究對象，並以產品組合管理為 核心，品牌管理與專利管理為兩翼，重點研究中國制藥企業的產品組合管理模式。 本研究在提出研究問題之後，首先通過 2009 年全球三大並購案研究跨國藥 企在並購過程中的產品組合管理經驗。然後對產品組合相關理論文獻進行回顧後 得出以往的研究割裂了產品管理整體，需要在中國的現實基礎之下結合產品專利 以及品牌管理共同組建產品組合模式。 本研究選擇哈藥集團、揚子江藥業集團和恒瑞藥業三個企業進行案例研究， 通過產品組合管理、品牌管理和專利管理三個方面探討中國典型的制藥企業的產 品組合管理情況，並進行對比分析，得出三個企業產品組合管理、品牌管理以及 專利管理之間的聯系。 最後就中國制藥企業產品組合構建、品牌管理與專利管理對產品組合管理的 影響、產品組合管理對品牌管理以及專利管理的影響做出總結，並提出政策建議： 中國制藥企業必須突破本土制藥業的低水平狀態和複制模式，尋求合理的產品組 合模式，優化產品組合，在經濟聯合的同時，加強技術關聯性的產品組合優化； 建立與產品組合相一致的品牌管理與專利管理制度，加強產品組合、品牌管理以 及專利管理的相互支撐能力；不同產品組合采用不同的專利管理，構建專利防禦 體系，改變產品治療領域結構和研發方向，逐步過渡為專利型企業；積極尋求並 購，整合資源，適度多元化。 關鍵詞：產品組合管理，品牌管理，專利管理