健保開辦以後，全民健康得以保障，同時製藥產業環境緩慢變化。本研究目的在瞭解健保制度及國際藥廠的競爭下，臺灣製藥廠如何運用企業核心資源發展經營策略；龐大的國際市場吸引下，國內藥廠選擇何種進入模式前進國際；最後，健保實施初期與近期製藥產業結構有何變化。
本研究透過個案訪談進行，研究發現：(1)藥廠的「經驗」核心資源有不可模仿性、專有性及不可替代性，有助發展差異化經營策略；(2) 藥廠的「品牌形象」核心資源有不可模仿與耐久性，有助發展集中化經營策略；(3)藥品有其專有性特質時，會以出口模式透過經銷商銷售進入海外市場。若藥品無專有性特質，考量簽訂授權契約與後續執行的交易成本，採行直接售出產品授權；(4)從健保初期到近期，產業結構的變化包含產業集中度提高、產業進入障礙上升，產業從相關多角化開始出現非相關多角化的案例；至於產業結構中的各廠商產品異差性並無大變化。

The purpose of this study is to understand how Taiwanese pharmaceutical companies use their core resources to develop business strategies under the health insurance system and competition from international pharmaceutical companies; Attracted by the huge international market, domestic pharmaceutical companies choose which entry mode to advance internationally. Finally, what are the changes in the structure of the pharmaceutical industry in the initial and recent implementation of health insurance?
This study was conducted through case interviews and the study found that: (1)The core resources of the Pharmaceutical Company's "experience" are non-imitation, proprietary and irreplaceable, helping to develop differentiated business strategies; (2) The core resources of the pharmaceutical company's "brand image" cannot be imitated and durable, which helps to develop a centralized business strategy; (3) When the medicine has its proprietary characteristics, it will be sold through dealers in an export mode to enter the overseas market. If the drug does not have proprietary characteristics, consider the transaction cost of signing the authorization contract and subsequent execution, Adopt a license to sell products directly. (4) From the early stage of health insurance to the near future, Changes in industrial structure include increased industrial concentration and increased barriers to industrial entry. Industry from the related multi-angle began to appear non-related multi-angle.As for the industrial structure of the various manufacturers of product differences have not changed.

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