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China Natural Medicine Industry Transformation & Upgrading Strategic Analysis Report, 2013-2017
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Table of Contents
Content Summary
Chapter 1: Transformation and Upgrading Background of China Natural Medicine Industry
1.1 Definition and Range of Natural Medicine
1.1.1 Natural Medicine in Broad Sense
1.1.2 Natural Medicine in Narrow Sense
1.2 Development Status of China Natural Medicine Industry
1.2.1 Scale of China Natural Medicine Market
1.2.2 Competitive Landscape of China Natural Medicine Market
1.3 Environment Driving Forces of Transformation and Upgrading of China Natural Medicine Industry
1.3.1 Driving Force of Policy Environment
1.3.2 Driving Force of Economic Environment
1.3.3 Driving Force of Social Environment
(1) Change of “Three Views”
1) Development View
2) Consumption View
3) Medical Healthcare View
(2) Natural and Green Trend
(3) Awareness Degree of Natural Medicine
1.4 Internal Driving Force of Transformation and Upgrading of China Natural Medicine Industry
1.4.1 Upstream: Rising Cost of Raw Material Narrows Profit Margin
1.4.2 Downstream: Low Development and Utilization Degree
1.4.3 Export: Trapped by Entry Barrier; Backward Product Technology
1.5 Necessity of Transformation and Upgrading of China Natural Medicine Industry
1.5.1 Promoting the Improvement of Main Industry’s Competitiveness
1.5.2 Improving Capital Utilization Ratio
1.5.3 Strengthening Anti-risk Capability
1.5.4 Cultivating Flexible Management System
1.6 SWOT Analysis of Transformation and Upgrading of China Natural Medicine Industry
1.6.1 Analysis of Strength
1.6.2 Analysis of Weakness
1.6.3 Analysis of Opportunity
1.6.4 Analysis of Threat
Chapter 2: Development, Transformation and Upgrading of Global Natural Medicine Industry
2.1 Development Status of Global Natural Medicine Industry
2.2 Development, Transformation and Upgrading of American Natural Medicine Industry
2.2.1 Development Process of American Natural Medicine Industry
2.2.2 Technology Development, Transformation and Upgrading of American Natural Medicine Industry
2.2.3 Production Development, Transformation and Upgrading of American Natural Medicine Industry
2.2.4 Product Development, Transformation and Upgrading of American Natural Medicine Industry
2.2.5 Cases Study of Transformation and Upgrading of American Natural Medicine Industry
(1) Amway Nutrilite
(2) By-Health
(3) Malata
(4) Herbal Life International Company
(5) NuSkin
(6) Forever-Living
2.2.6 Experiences of Transformation and Upgrading of American Natural Medicine Industry
2.3 Development, Transformation and Upgrading of German Natural Medicine Industry
2.3.1 Development Progress of German Natural Medicine Industry
2.3.2 Technology Development, Transformation and Upgrading of German Natural Medicine Industry
2.3.3 Production Development, Transformation and Upgrading of German Natural Medicine Industry
2.3.4 Product Development, Transformation and Upgrading of German Natural Medicine Industry
2.3.5 Case Study of the Transformation and Upgrading of German Natural Medicine Enterprises
(1) Merck
(2) Wagga Brothers
(3) ANZAG
2.3.6 Transformation and Upgrading Experience of German Natural Medicine Industry
2.4 Development, Transformation and Upgrading of Japanese Natural Medicine Industry
2.4.1 Development Progress of Japanese Natural Medicine Industry
2.4.2 Technology Development, Transformation and Upgrading of Japanese Natural Medicine Industry
2.4.3 Production Development, Transformation and Upgrading of Japanese Natural Medicine Industry
2.4.4 Product Development, Transformation and Upgrading of Japanese Natural Medicine Industry
2.4.5 Case Study of the Transformation and Upgrading of Japanese Natural Medicine Enterprises
(1) Tsumttran Juntendo
(2) Kotaro
(3) Kanebo
2.4.6 Transformation and Upgrading Experience of Japanese Natural Medicine Industry
2.5 Development, Transformation and Upgrading of South Korean Natural Medicine Industry
2.5.1 Development Progress of South Korean Natural Medicine Industry
2.5.2 Technology Development, Transformation and Upgrading of South Korean Natural Medicine Industry
2.5.3 Production Development, Transformation and Upgrading of South Korean Natural Medicine Industry
2.5.4 Product Development, Transformation and Upgrading of South Korean Natural Medicine Industry
2.5.5 Case Study of the Transformation and Upgrading of South Korean Natural Medicine Enterprises
(1) LG Healthy Life
(2) Cheng Kwan Jang
2.5.6 Transformation and Upgrading Experience of South Korean Natural Medicine Industry
2.6 Development, Transformation and Upgrading of H.K. Natural Medicine Industry
2.6.1 Development Progress of H.K. Natural Medicine Industry
2.6.2 Technology Development, Transformation and Upgrading of H.K. Natural Medicine Industry
2.6.3 Production Development, Transformation and Upgrading of H.K. Natural Medicine Industry
2.6.4 Product Development, Transformation and Upgrading of H.K. Natural Medicine Industry
2.6.5 Case Study of the Transformation and Upgrading of H.K. Natural Medicine Enterprises
(1) Hutchison Whampoa Limited
(2) Nin Jiom
2.6.6 Transformation and Upgrading Experience of H.K. Natural Medicine Industry
Chapter 3: Transformation and Upgrading Model of China Natural Medicine Industry
3.1 Classification of Transformation and Upgrading Model of Natural Medicine Industry
3.2 Specialization Pattern of Natural Medicine Industry
3.2.1 Specialization Pattern of Lanzhou Foci Pharmaceutical Limited Company
(1) Development Progress of Lanzhou Foci Pharmaceutical Limited Company
(2) Business Construction of Lanzhou Foci Pharmaceutical Limited Company
(3) Management Status of Lanzhou Foci Pharmaceutical Limited Company
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Lanzhou Foci Pharmaceutical Limited Company
3.2.2 Specialization Pattern of Layn Natrural Ingredients
(1) Development Progress of Layn Natrural Ingredients
(2) Business Construction of Layn Natrural Ingredients
(3) Management Status of Layn Natrural Ingredients
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Layn Natrural Ingredients
3.2.3 Specialization Pattern of Tianjin Zhongxin Pharmaceutical Group Corporation Limited
(1) Development Progress of Tianjin Zhongxin Pharmaceutical Group Corporation Limited
(2) Business Construction of Tianjin Zhongxin Pharmaceutical Group Corporation Limited
(3) Management Status of Tianjin Zhongxin Pharmaceutical Group Corporation Limited
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Tianjin Zhongxin Pharmaceutical Group Corporation Limited
3.2.4 Specialization Pattern of Henan Lingrui Pharmaceutical Ltd.
(1) Development Progress of Henan Lingrui Pharmaceutical Ltd.
(2) Business Construction of Henan Lingrui Pharmaceutical Ltd.
(3) Management Status of Henan Lingrui Pharmaceutical Ltd.
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Henan Lingrui Pharmaceutical Ltd.
3.2.5 Specialization Pattern of Renhe Pharmacy Co., Ltd.
(1) Development Progress of Renhe Pharmacy Co., Ltd.
(2) Business Construction of Renhe Pharmacy Co., Ltd.
(3) Management Status of Renhe Pharmacy Co., Ltd.
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Renhe Pharmacy Co., Ltd.
3.2.6 Specialization Pattern of Gansu Duyiwei Biopharmaceutical Co., Ltd.
(1) Development Progress of Gansu Duyiwei Biopharmaceutical Co., Ltd.
(2) Business Construction of Gansu Duyiwei Biopharmaceutical Co., Ltd.
(3) Management Status of Gansu Duyiwei Biopharmaceutical Co., Ltd.
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Gansu Duyiwei Biopharmaceutical Co., Ltd.
3.2.7 Specialization Pattern of Yibai Pharmaceutical Co., Ltd.
(1) Development Progress of Yibai Pharmaceutical Co., Ltd.
(2) Business Construction of Yibai Pharmaceutical Co., Ltd.
(3) Management Status of Yibai Pharmaceutical Co., Ltd.
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Yibai Pharmaceutical Co., Ltd.
3.2.8 Specialization Pattern of Zhejiang Jolly Pharmaceutical Co., Ltd.
(1) Development Progress of Zhejiang Jolly Pharmaceutical Co., Ltd.
(2) Business Construction of Zhejiang Jolly Pharmaceutical Co., Ltd.
(3) Management Status of Zhejiang Jolly Pharmaceutical Co., Ltd.
1) Major Economic Index
2) Profitability
3) Debt-paying Capability
4) Operational Capability
5) Development Capability
(4) Specialization Strategy of Zhejiang Jolly Pharmaceutical Co., Ltd.
3.2.9 SWOT Analysis of Specialization Pattern of Natural Medicine Industry
(1) Analysis of Strength
(2) Analysis of Weakness
(3) Analysis of Opportunity
(4) Analysis of Threat
3.3 Vertical Integration Model of Natural Medicine Industry
3.3.1 Vertical Integration Model of Hunan Jiuzhitang Co., Ltd.
(1) Development Progress of Hunan Jiuzhitang Co., Ltd.
(2) Business Construction of Hunan Jiuzhitang Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Hunan Jiuzhitang Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Hunan Jiuzhitang Co., Ltd.
3.3.2 Vertical Integration Model of DEEJ Co., Ltd.
(1) Development Progress of DEEJ Co., Ltd.
(2) Business Construction of DEEJ Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of DEEJ Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of DEEJ Co., Ltd.
3.3.3 Vertical Integration Model of Kunming Pharmaceutical Corporation
(1) Development Progress of Kunming Pharmaceutical Corporation
(2) Business Construction of Kunming Pharmaceutical Corporation
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Kunming Pharmaceutical Corporation
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Kunming Pharmaceutical Corporation
3.3.4 Vertical Integration Model of Beijing Double-Crane Pharmaceutical Co., Ltd.
(1) Development Progress of Beijing Double-Crane Pharmaceutical Co., Ltd.
(2) Business Construction of Beijing Double-Crane Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Beijing Double-Crane Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Beijing Double-Crane Pharmaceutical Co., Ltd.
3.3.5 Vertical Integration Model of Jinling Pharmaceutical Co., Ltd.
(1) Development Progress of Jinling Pharmaceutical Co., Ltd.
(2) Business Construction of Jinling Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Jinling Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Jinling Pharmaceutical Co., Ltd.
3.3.6 Vertical Integration Model of China Resources Sanjiu Medical & Pharmaceutical Co., Ltd.
(1) Development Progress of China Resources Sanjiu Medical & Pharmaceutical Co., Ltd.
(2) Business Construction of China Resources Sanjiu Medical & Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of China Resources Sanjiu Medical & Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of China Resources Sanjiu Medical & Pharmaceutical Co., Ltd.
3.3.7 Vertical Integration Model of Jilin Zixin Pharmaceutical Industrial Co., Ltd.
(1) Development Progress of Jilin Zixin Pharmaceutical Industrial Co., Ltd.
(2) Business Construction of Jilin Zixin Pharmaceutical Industrial Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Jilin Zixin Pharmaceutical Industrial Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Jilin Zixin Pharmaceutical Industrial Co., Ltd.
3.3.8 Vertical Integration Model of Guilin Sanjin Pharmaceutical Co., Limited
(1) Development Progress of Guilin Sanjin Pharmaceutical Co., Limited
(2) Business Construction of Guilin Sanjin Pharmaceutical Co., Limited
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Guilin Sanjin Pharmaceutical Co., Limited
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Guilin Sanjin Pharmaceutical Co., Limited
3.3.9 Vertical Integration Model of Guizhou Bailing Co., Ltd.
(1) Development Progress of Guizhou Bailing Co., Ltd.
(2) Business Construction of Guizhou Bailing Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Guizhou Bailing Co., Ltd.
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Guizhou Bailing Co., Ltd.
3.3.10 Vertical Integration Model of Tonghua Golden-horse Group
(1) Development Progress of Tonghua Golden-horse Group
(2) Business Construction of Tonghua Golden-horse Group
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
(3) Management Status of Tonghua Golden-horse Group
1) Natural Medicine Business
2) Vertical Integration Business of Natural Medicine
3) Business Comparison
(4) Vertical Integration Strategy of Tonghua Golden-horse Group
3.3.11 SWOT Analysis of Vertical Integration Model of Natural Medicine Industry
(1) Analysis of Strength
(2) Analysis of Weakness
(3) Analysis of Opportunity
(4) Analysis of Threat
3.4 Relevant Diversification Model of Natural Medicine Industry
3.4.1 Relevant Diversification Model of Yunnan Baiyao Group Co., Ltd.
(1) Development Progress of Yunnan Baiyao Group Co., Ltd.
(2) Business Construction of Yunnan Baiyao Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Yunnan Baiyao Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Yunnan Baiyao Group Co., Ltd.
3.4.2 Relevant Diversification Model of Beijing Tong Ren Tang Group Co., Ltd.
(1) Development Progress of Beijing Tong Ren Tang Group Co., Ltd.
(2) Business Construction of Beijing Tong Ren Tang Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Beijing Tong Ren Tang Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Beijing Tong Ren Tang Group Co., Ltd.
3.4.3 Relevant Diversification Model of Tasly Group
(1) Development Progress of Tasly Group
(2) Business Construction of Tasly Group
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Tasly Group
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Tasly Group
3.4.4 Relevant Diversification Model of Zhangzhou Pien Tze Huang Pharmaceutical CO., LTD.
(1) Development Progress of Zhangzhou Pien Tze Huang Pharmaceutical CO., LTD.
(2) Business Construction of Zhangzhou Pien Tze Huang Pharmaceutical CO., LTD.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Zhangzhou Pien Tze Huang Pharmaceutical CO., LTD.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Zhangzhou Pien Tze Huang Pharmaceutical CO., LTD.
3.4.5 Relevant Diversification Model of Mayinglong Pharmaceutical Co., Ltd.
(1) Development Progress of Mayinglong Pharmaceutical Co., Ltd.
(2) Business Construction of Mayinglong Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Mayinglong Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Mayinglong Pharmaceutical Co., Ltd.
3.4.6 Relevant Diversification Model of Zhejiang Conba Pharmaceutical Co., Ltd.
(1) Development Progress of Zhejiang Conba Pharmaceutical Co., Ltd.
(2) Business Construction of Zhejiang Conba Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Zhejiang Conba Pharmaceutical Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Zhejiang Conba Pharmaceutical Co., Ltd.
3.4.7 Relevant Diversification Model of Tibet Cheezheng Tibetan Medicine Co.Ltd.
(1) Development Progress of Tibet Cheezheng Tibetan Medicine Co.Ltd.
(2) Business Construction of Tibet Cheezheng Tibetan Medicine Co.Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Tibet Cheezheng Tibetan Medicine Co.Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Tibet Cheezheng Tibetan Medicine Co.Ltd.
3.4.8 Relevant Diversification Model of Jiangzhong Pharmaceutical Group
(1) Development Progress of Jiangzhong Pharmaceutical Group
(2) Business Construction of Jiangzhong Pharmaceutical Group
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Jiangzhong Pharmaceutical Group
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Jiangzhong Pharmaceutical Group
3.4.9 Relevant Diversification Model of Ziguang Huhan Group Co., Ltd.
(1) Development Progress of Ziguang Huhan Group Co., Ltd.
(2) Business Construction of Ziguang Huhan Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
(3) Operational Status of Ziguang Huhan Group Co., Ltd.
1) Natural Medicine Business
2) Relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Relevant Diversification Strategy of Ziguang Huhan Group Co., Ltd.
3.4.10 SWOT Analysis of Relevant Diversification Model of Natural Medicine Industry
(1) Analysis of Strength
(2) Analysis of Weakness
(3) Analysis of Opportunity
(4) Analysis of Threat
3.5 Non-relevant Diversification Model of Natural Medicine Industry
3.5.1 Non-relevant Diversification Model of Taiji Group Co., Ltd.
(1) Development Progress of Taiji Group Co., Ltd.
(2) Business Construction of Taiji Group Co., Ltd.
1) Natural Medicine Business
2) Non-relevant Diversification Business of Natural Medicine
(3) Operational Status of Taiji Group Co., Ltd.
1) Natural Medicine Business
2) Non-relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Non-relevant Diversification Strategy of Taiji Group Co., Ltd.
3.5.2 Non-relevant Diversification Model of Natural Medicine Industry
3.5.3 Non-relevant Diversification Model of Jilin Aodong Medicine Industry Group Co., Ltd.
(1) Development Progress of Jilin Aodong Medicine Industry Group Co., Ltd.
(2) Business Construction of Jilin Aodong Medicine Industry Group Co., Ltd.
1) Natural Medicine Business
2) Non-relevant Diversification Business of Natural Medicine
(3) Operational Status of Jilin Aodong Medicine Industry Group Co., Ltd.
1) Natural Medicine Business
2) Non-relevant Diversification Business of Natural Medicine
3) Business Comparison
(4) Non-relevant Diversification Strategy of Jilin Aodong Medicine Industry Group Co., Ltd.
3.5.4 Non-relevant Diversification Model of Natural Medicine Industry
3.5.5 Non-relevant Diversification Model of Huangshan Tianmu Pharmaceutical Co., Ltd.
(1) Development Progress of Huangshan Tianmu Pharmaceutical Co., Ltd.
(2) Business Construction of Huangshan Tianmu Pharmaceutical Co., Ltd.
This report will analyze the prospects and trend of the industry transformation and upgrading. And opportunities and challenges will be covered too. We detail the following aspects to help you understand the industry and potential. --Market scale forecast and major constitutors of the global natural medicine industry in 2015. --Development forecast of global leading natural medicine markets in 2015, including the United States, Germany, Japan, Korea and H.K. China. --Global leading natural medicine corporations, competitive landscape and market potential in 2015. --Four transformation and upgrading models for natural medicine industry, including specialized operation, vertical integration, relevant diversification and irrelevant diversification. --Transformation and upgrading direction and successful cases study. --The latest product trend of natural medicine industry, and enormous market in the industries of medicine, daily use chemicals, agricultural, animal husbandry and fo
Transformation and upgrading is an eternally immutable topic for any industry. And it is a strategic choice for enterprises to react to the environmental change. The natural medicine industry in China achieves a fast growth and some success, but it is still in the development and transformation period. We should notice that it is the only and inevitable choice for the industry to fasten enterprises’ strategic transformation and upgrading in order to improve the core competitiveness of the industry.
With the deepening medical system reform in China, the market competition at home and abroad for natural medicine corporations is fierce. Accordingly, all the corporations with the hope to seize the industry high ground by enhancing competitiveness through transformation and upgrading. In this situation, some corporations choose specialized operation to strengthen major product and advancing brands; some choose the business model of vertical integration and establish their own marketing networks and channels. On one hand, they want to provide services for their own products; on the other hand, they try to make profit by medicine wholesales and retailing. And there are some corporations who prefer diversification strategy in order to lower risks. These transformation and upgrading models gains some achievement in the case of some typical enterprises that greatly improve the managerial and administrative expertise and form a solid foundation for the long-term development.
We have a roundly indepth analysis on the transformation and upgrading model of natural medicine industry. Answers to the question of “how to transform” will be given while researches to the topic of “where to transform and what is the target” will be proposed too. We will help you to clear the industrial chain and optimize an industry with the biggest investment value around the industrial chain. We will detail information for you in a full range, which covers from the natural medicine planting industry that represents the traditional industry to brand chain drug-store industry, from natural functional food industry which means a homology of medicine and food to natural cosmeceutical, from natural medical toothpaste which represents the rise of national brand to natural medication which means leisure and health. In the meantime, we will provide a scientific selection method to settle down the confusion of “how to transform and choose a new industry” for corporations. It will help corporations to make a strategic choice of new industry entry in the aspect of industry attractiveness and corporations’ competitiveness.
For the natural medicine enterprises that choose to transform and upgrade, the management is an unavoidable question. Especially for the one choose the diversification strategy, the simple and efficient management is a key and significant factor for success. This report will provide a comprehensive development strategy in the aspects of transformation opportunity and approach selection, brand strategy, strategic management model, resource guarantee, and risks management.
Undoubtedly, promoting by social progress the natural medicine industry is undergoing a tide of transformation and upgrading. This report will be useful for you to understand what the reform brings to natural medicine development, natural medicine market and the whole medicine industry.
You can check the business strategies of NuSkin, ANZAG, TSUMURA&CO., LG Care, Nin Jiom Medicine Mfy (HK) Ltd. and other leading corporations. Meanwhile, you can also refer trend of Amway, Tomson, Merck and other transnational pharmaceuticals in the field of natural medicine. We will provide you a full and fast information platform that you can get the industry information you should know in this very time.
We will help you to evaluate the advantages, disadvantages and profitable opportunity during the industry transformation and upgrading by 2015. And you will have a clear view of many commercial opportunities after enterprises transformation and upgrading. We aim to help managers save time and provide useful assist by research, analysis and discussion.
This report will analyze the prospects and trend of the industry transformation and upgrading. And opportunities and challenges will be covered too. We detail the following aspects to help you understand the industry and potential.
--Market scale forecast and major constitutors of the global natural medicine industry in 2015.
--Development forecast of global leading natural medicine markets in 2015, including the United States, Germany, Japan, Korea and H.K. China.
--Global leading natural medicine corporations, competitive landscape and market potential in 2015.
--Four transformation and upgrading models for natural medicine industry, including specialized operation, vertical integration, relevant diversification and irrelevant diversification.
--Transformation and upgrading direction and successful cases study.
--The latest product trend of natural medicine industry, and enormous market in the industries of medicine, daily use chemicals, agricultural, animal husbandry and food industry.
--Opportunities, promoting and limited forces of relevant market from 2011 to 2015.
--Analysis on the enterprises’ development opportunities and challenges, and suggestions for natural medicine corporations to enter new markets.
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