"4 7" varieties of multiple sets of price system co-existence of pharmaceutical companies how to deal?

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On October 11, the vigorous national drug centralized procurement bidding came to an end, only a few enterprises won the bid at the ideal price, and then enterprises will face the problem of how to sell.
Many people in the industry may think: "The state centralizes procurement, delimits regions, delimits sales volume, and uses the enterprises to worry about it as they did in the era of planned economy." This idea seems reasonable, but when you think about it carefully, it is biased. Not to mention the national centralized procurement bidding itself isMedicinePart of marketing is that everything is not all right after winning the bid. There are still many problems to be solved, and the situation is quite complicated.
After the "4 7" expansion, three winning bids for the same product gauge will appear with three different winning prices, plus the original "4 7" winning price and the price implemented in non-"4 7" regions, there will definitely be multiple sets of price systems co-existing and pharmaceutical production.EnterpriseHow to recognize the situation? How to deal with it? The author believes that if you want to play this big game well, you must consider it comprehensively from the two dimensions of time and space.
Dynamic mastery of market strategy
Time to dynamically grasp the winning products before winning the bid, the winning delivery and the next round.TenderEach time period of their own and competitor's market strategy, including price, cost, channel, off-label market sales model and so on. These factors influence and restrict each other and often affect the whole body. If the price change of a product before and after winning the bid is more than 2/3, the future sales model will change dramatically, and it is inevitable to reduce the cost of sales. The abolition of the sales force is not achieved overnight, no matter how to adjust, must consider the convergence of the market before and after and the market security needs of a significant increase in sales in the later period.
In addition, compared with the "4 7" before and after the market, the substantial price reduction is not all the result of "rising sales volume and falling sales amount". If properly operated, sales volume and sales amount can also rise at the same time as the price falls. For example, Haosen Pharmaceutical's "4 7" variety olanzapine tablets (5mg * 14 tablets) in Fujian has taken this advantage to achieve double growth and entered Fujian.DrugsSunshine JointProcurementSales ranking, ranked 10th in June and rose to 6th in August.
Enterprises that have not won the bid should not lose confidence. In the short term, when the approved purchase volume is reached, it is the day to enter the market. In the long run, the next round of bidding or dynamic and irregular winning bids can also be expected. The key is to leave the past resource allocation to other varieties while withdrawing from the market, strive to save the kindling for a comeback in Dongshan, and even avoid rout escape. At the same time, we must have a dynamic development vision, make full use of resources, and try to extend the timeline of medication backwards.
Enterprises should not only take the winning products as a stepping stone to similar products in the new market, but also do a good job in product education and academic recognition during the agreement period with a view to continuous use after the purchase amount is full. Another potential effect of this is to attenuate the impact of non-"4 7" similar products. Because the winning products only shut out the same kind of drugs, and drugs with similar indications without price reduction have coveted the market for a long time by means of high academic and strong promotion with huge profits. This also answers the question of "whether the winning varieties are still in the market or not" from another angle.
Next competition off-standard market
If there is room for maneuver in time, the competition in space is hand-to-hand combat. The same product, similar in quality, has passed the consistency evaluation, but has a very different price, there is market space for everyone to imagine. The low-priced ones covet other people's markets as price butchers; the high-priced ones want to get another piece of the pie with flexible sales methods. The next goal of competition is the off-label market.
The so-called "off-standard market" has two meanings: first, the national centralized procurement of approved procurement of other people's winning market, in fact, also includes their own; second, the non-medical insurance market, that is, grass-roots, private and other non-mainstream markets. This kind of market actually has most of the characteristics before "4 7". Therefore, products with relatively high prices may restore the traditional sales model to a certain extent, and those with low prices can only adopt the general medicine model to sell through commercial channels.
Of course, under the general trend of centralized procurement across the country, taking the initiative to reduce prices in advance is the first choice. This has been tried and tested repeatedly in the previous "4+7" fight. For example, in order to seize the market share of Hengrui dexmedetomidine injection, Yangzijiang took the initiative to implement the "4+7" price in many provinces, forcing Hengrui to take the initiative to apply for a reduction in the price of the product in Anhui and Yunnan, which was reduced by about 10%. It is foreseeable that the price war of unofficial organizations and the price reduction of the national "4 7" model will be the norm in the future, and enterprises must be fully psychologically prepared.
Sales Control Zhang Chi Degree
Of course, some enterprises have a sense of relief, which is currently the only through consistency evaluation and foreign competition price reduction willingness is not strong or even give up bidding varieties, no competition naturally outshine others, monopolize market share.
There is another layer of space considerations, and that is the control of sales. Own in-market is the home must and may play a good active role. Although it is a national procurement, there are still problems with the deployment of supply channels and the selection of partners for the sale of goods. Enterprises should make full use of the attractiveness and competitiveness of the winning products, take the opportunity to adjust and optimize the commercial layout, bundle and package other products, increase sales in an all-round way, and expand profit growth points; in cooperation with commercial companies, "take me as the main", Grasp the product flow, the winning product penetrates into the terminal, and other products at least track the secondary market. Eventually reached such an ideal state: the commercial company into a simple commodity circulation channel, their own grasp of the sales initiative.
The off-label market should do the opposite, relax the control of the market appropriately, and let the natural goods penetrate into every corner of the market with highly competitive prices and policies. The state centralized procurement of varieties with high price profits can strengthen market promotion and flow control, to avoid fleeing goods to disturb the market in other regions; and low-priced products because there is no price difference lost the power of fleeing goods, to a certain extent, can "let it go", with the market's own laws naturally erode the market share of competitors.