| Summary: | 碩士 === 國立交通大學 === 管理學院管理科學學程 === 103 === This thesis mainly focuses on enterprise transformation and, based on the case study of Center Laboratories under the circumstance of Biotechnology and Pharmaceutical industry in Taiwan, discusses the growth strategy and transformation process as a Taiwan biotech enterprise undergoing global expansion of Biotechnology and Pharmaceutical industry.
In the past, Center Laboratories adopt a wrong marketing positioning, resulting in a difficult situation. Professional managers re-plan business strategy, by simplification of the company's business, with product focus, so that enterprises can be reborn in crisis, therefore financial status turned from a loss to a profit.Then proceed to develop of distinctive and high barrier products to extend their product life cycle, creating stable cash flow.
After study, we need to propose is, when the enterprises are facing the global competitiveness and domestic policies changes, using the strategy of products focused and R&;D capacity with the ability to develop high value-added products, still can maintain competitiveness.
From 2008 to now, Center Laboratories adopt internal growth and external growth strategy to attain the aim of enterprise transformation. Based on liquid drug products are profitable and obtain stable long-term funding, Center Laboratories can invest in biotechnology and pharmaceutical companies, and reinvest in mature businesses which create stable cash flow to maintain its core competitiveness. Forward-looking statement, Center Laboratories‘s long-term performance still need to keeping tracking and observation.
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