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“4+7” varieties and multiple sets of price systems coexist. How do pharmaceutical companies respond?


The vigorous bidding for centralized drug procurement in the country has come to a close. Only a few companies have won the bid at the ideal price, and then the company will face the problem of how to sell.

Many people in the industry may think: "The country concentrates on purchasing, demarcating the region, demarcating sales, as in the planned economy era, and buying the same marketing, but also using the company to worry about it?" This idea seems to make sense, but it is lost when you think about it. It is biased. Not to mention that the national bidding for centralized procurement is itself part of pharmaceutical marketing, that is, it is not a good thing after winning the bid. There are still many problems to be solved, and the situation is quite complicated.

After the "4+7" expansion, 3 of the same product will win the bid, and 3 different median prices will appear. Plus the original "4+7" winning price and the price of the non-"4+7" zone will definitely be there. How many sets of price systems coexist, how do pharmaceutical manufacturers recognize the situation? how to respond? The author believes that in order to play this big game, it must be considered from the two dimensions of time and space.

Dynamic mastery of market strategies

In time, we must dynamically grasp the market strategy of the winning bidders before and after winning the bid, the bidding and the next round of bidding, including the price, cost, channel, and sales mode of the market. These factors affect each other and are constrained. If the price change before and after a product wins more than 2/3, the sales model will change greatly in the future, and reducing the cost of sales becomes inevitable. The abolition of the sales force is not a one-off process. Regardless of the adjustment, it is necessary to consider the convergence of the market before and after the market and the market protection needs for the subsequent increase in sales.

In addition, compared with the “4+7” market, the price cuts are not all the results of “increased sales volume and reduced sales amount”. If the operation is right, the sales volume and sales amount will increase at the same time as the price drops. . For example, Haosen Pharmaceutical's “4+7” variety of olanzapine tablets (5mg*14 tablets) in Fujian has achieved double growth by virtue of this advantage, and entered the list of Fujian Pharmaceutical Sunshine Joint Purchase Sales, which was listed in June. The 10th place rose to the 6th place 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 date of entering the market; in the long run, the next round of bidding or dynamic non-period winning bids is also expected. The key is to leave the market allocation to the other while leaving the market. Variety, strive to save the fire of the next spring, but also to avoid the runaway. At the same time, we must have a dynamic development vision, use the resources to live, and try to extend the time of the drug in the axial direction.

Enterprises must not only take the winning products as a stepping stone for similar products in the new market, but also do a good job in product education and academic recognition during the agreement period in order to continue the use after the purchase. Another potential effect of this is to reduce the impact of non-"4+7" similar products. Because the winning products only shut out the same kind of drugs, and the drugs with similar indications that have not been reduced in price, rely on high profits and high academic and strong promotion to look at the market for a long time. This also answers the question of "the winning bidders still do not market" from another angle.

Next step to the competitive market

If there is room for manoeuvre in time, then the competition in space is short-handed. The same product, the quality is similar, have passed the consistency evaluation, but have a very different price, there is market space for everyone to imagine. The low price is the price butcher's attitude to smash the market of others; the high price is to have a share of the flexible sales method, and the next step of competition is the extra-standard market.

The so-called "extra-standard market" has two meanings: First, the national bidding market for the centralized procurement of the approved purchases of others, in fact, also includes its own; second, the non-medical insurance market, that is, the non-mainstream market such as grassroots and private. 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 low prices can only be sold through commercial channels. It is.

Of course, under the general trend of centralized procurement in the country, the initiative to cut prices in advance is the first choice for “first to be strong”. This was a trial and error in the previous "4+7" catching and killing. For example, Yangzijiang took the initiative to implement the “4+7” price in several provinces in order to seize the market share of Hengrui dexmedetomidine injection, and forced Hengrui to actively reduce the price of this product in Anhui and Yunnan, and dropped 10%. about. It can be foreseen that the price war between unofficial organizations and the price reduction of the national “4+7” model will echo the normal situation in the future, and enterprises should be fully prepared.

Sales control Zhang Chi has degree

Of course, some companies have the feeling of relieving their burdens. This is the only variety that has passed the consistency evaluation and the willingness to reduce the price of foreign competing products is not strong or even give up the bidding. No competition is natural and dominates the market.

There is another layer of consideration in space, that is the control of sales. Your own internal market must be active at home. Although it is a national procurement, there are still problems in the deployment of supply channels and the selection of sales partners. 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 sell other products, increase sales in all directions, and expand profit growth points; "I am the main" in cooperation with commercial companies. To grasp the flow of products, the winning products penetrate into the terminal, and other products track at least the secondary market. In the end, it has reached an ideal state: turning a commercial company into a pure commodity distribution channel and grasping the sales initiative.

The extra-standard market has to do the opposite. It has a degree of relaxation, appropriately loosening the control of the market, and allowing natural goods to penetrate into every corner of the market with competitive prices and policies. The high price profit of the products procured by the state can strengthen the market promotion and flow control, and avoid the smashing of goods to disturb the market in other regions; while the low-priced products lose the power of smashing goods because there is no price difference, to a certain extent, they can “leave their responsibilities”. Use the market's own laws to naturally erode the market share of competitors.