亞杏公司檢視過去三年的財務報表、公司內部分析（核心能力及資源分配與營運績效）、國內醫學檢驗環境、法令探討、國際上體外診斷試劑（In Vitro Diagnostic Device）市場的發展趨勢及競爭現况，以研究適合臺灣中小型企業體外診斷試劑代理商的擴張模式及發展策略。近年來大陸經濟發展快速，臺灣很多產業陸續移往大陸，而許多體外診斷試劑國際大廠也將臺灣代理經銷同意權由原廠授權改為隸屬於亞太地區，或將營運總部設在大陸以管理大中華地區（Greater China，包括中國、臺灣、香港），這種營運重心移往區域的原廠經營在地化模式，勢必對臺灣中小型體外診斷試劑代理業的營運帶來衝擊。全球前10大體外診斷試劑廠商為提高營運競爭力，有2004年臺灣體外診斷試劑營業額最高的外商亞培公司（Abbott Laboratories, USA）、第二名的羅氏公司（Roche Diagnostics, Swiss）及第三名的貝克曼庫爾特（Beckman coulter, USA）等9家公司在國內設分支機構，其營運模式皆以直銷為主，授權經銷為輔，這非但剝削了代理商的營運空間也相對提高競爭壓力。
亞杏公司百分之八十的營業額來自排名前百分之十五的業務銷售客户，業績過於集中於少數客户，應尋求增加主力客户數，分散風險。營業獲利最佳的主力產品都圍繞在長期經營的免疫血液（Immunohematology）試劑等核心產品，臨床微生物檢驗試劑的年成長率29%，純益率只有0.6%。亞杏公司應降低或停止投入獲利不佳的產品線，將資源重新整合，投入核心利基的免疫血液檢驗試劑，結合功能相關的產品線，形成配套組合（Portfolio）以擴大市場佔有率並提高獲利。新興感染症診斷試劑Noro Virus（諾瓦克病毒）的成功推展範例，可以証明掌握創新的市場價值產品並即時進入市場，可快速創造出新的成長曲線。探索與全球領先的體外檢驗試劑大廠發展新的合作關係，創造符合雙方獲利或市佔率需求的營運模式，是臺灣中小型企業體外診斷試劑代理商須迫切因應的。亞杏公司利用現有通路優勢及人脈關係，與臺灣的國際大廠洽談特定產品及特定市場的合作經營關係，是因應國際大廠直銷造成代理市場變動的營運模式，結果顯示，成功的企劃可以贏得3至5年合約，穩定獲利。2004年的白血球抗原（HLA）分型試劑擴張計劃失敗，証明市場佔有率落後競爭對手百分之九十五的產品，在沒有差異性的創新技術，也未能獲得原廠包括專業技術及競爭性價格的全力支援時，代理商很難不挫敗收場。2005年6月衛生署開始執行新的規範，所有體外診斷檢驗試劑，必須通過政府的查驗登記審核方得銷售。這是威脅也是機會，很多小企業會因未能通過此新門檻而退出市場，而留在市場的廠商也會選擇獲利產品登記，以降低成本。亞杏公司若能選對產品登記，即時切入特定市場（Niche market），則有機會擴大營業額及市佔率。企劃拓展大陸市場，可利用大中華地區獨家代理權，尋求現有規模相近，代理產品互補，經營大陸體外診斷試劑市場成功的台商（如北京鑫華科技公司）合作或結盟。北京鑫華的成功拓展經驗，必須擁有專業技術與核心能力，開始先挑選地緣性佳、成功率高或具指標性的城市（約10%的業務）由公司直銷，借此瞭解市場通路生態並培育在地化核心技術及行銷能力。主要的地區（約90%的業務）則授權商業信譽好的各省經銷商合作經營，亞杏公司負責參加專業領域展覽會、專業刊物廣告行銷、人員訓練及技術支援。這種經營模式可以降低小規模企業的擴張財務壓力，卻能縮短學習曲線並有機會獲利成長。

This study is a case study of Asiamed Bioscience Inc. including the financial reports/statistics for the past three years, the interior analysis (including core competence, resource division, and business performance), the present domestic environment for medical diagnostic products, laws and regulations, and current competition and future trend of international In Vitro Diagnostic (IVD) Devices market, to find out the best growth strategies and development tactics for Taiwan medium to small distributors of IVD products. Due to the fast economic growth of Mainland China for recent years, many companies in Taiwan have moved to China for survival and growth. Similarly, many large foreign IVD manufacturers tend to integrate Asia and South Pacific territories into one. Accordingly, they stop authorizing the distributorship for Taiwan only; instead, the distributorship for the whole “Greater China”, including Mainland China, Taiwan, and Hong Kong, is a rising tendency. Usually, the head office of Greater China is located in Mainland China. As the IVD manufacturers turn their focus to establish their own branches in each sale region for a more direct and localized business management, the serious impact on Taiwan medium/small IVD distributors is definitely inevitable. Nine of the top ten IVD manufacturers, such as Abbott laboratories, U.S.A. (No. 1 sales volume in Taiwan IVD market, 2004), Roche Diagnostics, Swiss (No. 2 in Taiwan IVD market, 2004), and Beckman Coulter, U.S.A. (No. 3) etc., have already established their own branches in Taiwan. Basically, their operating mode is direct sales by themselves; only few parts of sales will be released to other Taiwan authorized distributors. Apparently, the traditional IVD distributors face more pressure; the room for their development is compressed and the competition becomes more intense and furious.
According to the financial report of Asiamed, 80% of its turnover comes from their top 15% clients. Obviously the sales have been over-centralized, in hand of few customers. To reduce the risk, Asiamed Bioscience Inc. should increase more main clients. Concerning the operating profit, the main and best-performance products are derived from Immunohematology reagents, the core products of Asiamed all the time. Comparatively, the annual growth rate of microbiology diagnostic reagents is 29% while the net profit rate is 0.6% merely. From this case, Asiamed should reduce, or moreover, stop at once the product line which brings less profit, and reorganize the resources to put into the core niche products: Immunohematology. After combining the relevant product lines, the portfolio may arise accordingly to increase Asiamed’s market share and advance profits. Another example is the successful promotion of Noro Virus product line, the diagnostic products for the emerging epidemic. The successful promotion of Noro Virus proves that finding the products with new market value and launching in the market at the right timing may create a fresh growth curve. Under the current situation, the pressing problem on the moment for all Taiwan medium/small IVD distributors is to explore a new mutual beneficial cooperation relationship with the leading IVD manufacturers in global markets for the market share expansion. Asiamed Bioscience Inc., with its present advantage in market approaches and long-term relationship with the existing customers, deals with the coming crisis by negotiating with the Taiwan branches of the large IVD manufacturers the niche products for the niche market. This new cooperation mode, once succeeds, is proved to bring the company the steady profit with a three to five-year contract. On the other hand, the failure of the expansion scheme in 2004 with its key products, HLA typing reagents, led to another conclusion. If the product does not have the distinguishingly innovative technology while the distributor is not fully supported by the manufacturers such as lack of competitive pricing or expertise, the defeat shall be foreseen. Besides, the new regulation by Taiwan Health Administration coming into effect from June 2005 is also a vital problem for every single IVD distributor. According to the new regulation, all the IVD reagents have to pass the examination held by the Taiwan government to receive the license for legal sale. The new regulation can be seen as a chance and a danger at the same time. From the positive point of view, many small enterprises cannot pass the examination and therefore the future competitors will be reduced. Even for those survivors, it is also very difficult to cover all their current product lines due to the cost; it becomes a multiple choice question for them to select the profitable products for registration. Under such a circumstance, if Asiamed can choose the right products for registration and enter the niche market at the right time, there is a great chance to develop and increase the sales volume and market share. In addition to Taiwan market, the burgeoning Mainland China market is also very important. Asiamed may seize the chance to look for the exclusive distributorship covering the entire Greater China territory as a spring board to enter China market. To successfully penetrate China market, a local partner shall be carefully chosen for the initial penetratiion and development. The best local partner should be of the similar scale, distribute the complementary product lines, and if it is a Taiwan-based company with successful experiences in Mainland China IVD reagent market, that will be much preferred. For example, Beijing XinHua DingTai Science & Trade Co., Ltd. is an ideal partner for Asismed. Reviewing the triumph of Beijing XinHua DingTai Science & Trade Co., Ltd., first of all, they construct a professional team and establish their core value. Then after deliberately examining, they select a representative city in China to sell products directly (about 10% of their total sale). This city must be famous and prosperous, which geography is favorable for them to increase the possibility of prosperity. From the direct sales, they can learn more the market current condition, the existing/potential approaches, and at the same time, they can develop the localized core technique and marketing ability. Regarding the remaining 90% sales, they authorize well-established distributors of good reputation all over Mainland China to sell their products. In this case, as a partner, Asiamed is responsible for joining the professional exhibition, putting advertisements on special periodicals, personnel training, and technical support. This operation mode can efficiently lower the financial pressure for small business in its expansion, and furthermore, shorten the learning curve while multiply the opportunities of profits earning and business growth.

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