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市場調查報告書
全球醫藥品產業的永續發展可能性(2011∼2012年):市場趨勢與機會，收益性與預算預測，醫藥品產業的採購與行銷
Sustainability in the Global Pharmaceutical Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Pharmaceutical Industry Procurement and Marketing Initiatives
| 出版商 |
ICD Research |
| 出版日期 |
2011年11月 |
商品編碼 |
223151 |
| 內容資訊 |
英文 Pages: 160 |
| 價格 |
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全球醫藥品產業的永續發展可能性(2011∼2012年):市場趨勢與機會，收益性與預算預測，醫藥品產業的採購與行銷 是由出版商ICD Research在2011年11月所出版的。
這份英文市場調查報告書包含Pages: 160 價格從美金2000起跳。
本報告提供全球醫藥品產業的永續發展可能性相關概述，對該產業來說的永續發展可能性的意義，彙整永續發展可能性對策，障礙，及影響收益的因素，可持續性材料的採購趨勢，市場領導者相關資訊，為您概述為以下內容。
第1章 簡介
第2章 摘要整理
第3章 醫藥品產業的永續發展可能性
- 永續發展可能性的認識
- 商務部門的永續發展可能性
- 永續發展可能性的主要的促進因素
- 永續發展可能性的主要的障礙
- 成長市場
第4章 永續發展可能性的引進
- 組織的永續發展可能性相關前提條件
- 可永續性對策的引進
- 能源效率化對策
- 永續發展可能性的有效監測
第5章 永續發展可能性的財政性影響
- 降低成本
- 為永續發展可能性收益帶來的影響
- 永續可能的預算上的變化
第6章 可永續性的採購
- 選擇供應商的重要因素
- 供應商的合作水準
- 可永續性的採購相關費用
- 綠色採購的特性
- 可永續性的產品，服務的採購
- 可永續性的設計變更
第7章 環保措施相關行銷
- 綠色行銷的促進因素
- 環保可靠性的相關行銷
- 有效的推銷管道
- 永續發展可能性的產業領導者
第8章 附錄
圖表
Synopsis
- The report is based on primary surveys conducted by ICD Research accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 287 industry executives are captured in our in-depth survey, of which 44% represent directors, C-level executives and departmental heads.
- The geographical scope of the research is global - drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.
- The report analyzes expenditure of hotel industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.
- Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.
- In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection
- The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.
- The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.
Summary
"Sustainability in the Global Pharmaceutical Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Pharmaceutical Industry Procurement and Marketing Initiatives" is a new report by ICD Research that analyzes how companies in the power industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets; supplier selection criteria and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.
Scope
The report features the opinions of power industry respondents related to the following:
- What sustainability means to the industry
- Factors that drive sustainability measures
- Barriers that confront effective implementation of sustainability
- Sustainable and energy efficiency measures and their impact on profitability
- Metrics used for the measurement of sustainability performance
- Procurement of sustainable materials
- Demand for sustainable products and services, including markets that will drive growth
- Changes expected in sustainability budgets and cost saving targets
- Methods of marketing green credentials and the use of media channels
- Sustainability leaders
Reasons To Buy
- Drive revenues by understanding future sustainable product investment areas and growth regions
- Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment.
- Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers
- Uncover the business outlook, key sustainability challenges and opportunities
- Understand the effect of sustainability on other players and competitors in the industry
- Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry
- Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers
- Identify specific green marketing channels your competitors are using to win business
Table of Contents
1 Introduction
- 1.1 What is this report about?
- 1.2 Definitions
- 1.3 Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
- 1.4 Profile of survey respondents
- 1.4.1 Profile of buyer respondents
- 1.4.2 Profile of supplier respondents
2 Executive Summary
3 Sustainability in the Pharmaceutical Industry
- 3.1 Perception of Sustainability
- 3.1.1 Perception of sustainability - buyers
- 3.1.2 Perception of sustainability - suppliers
- 3.1.3 Perception of sustainability - region
- 3.1.4 Perception of sustainability - turnover
- 3.2 Sustainability in Business Functions
- 3.2.1 Sustainability in business functions - buyers
- 3.2.2 Sustainability in business functions - suppliers
- 3.2.3 Sustainability in business functions - region
- 3.2.4 Sustainability in business functions - turnover
- 3.3 Key Drivers of Sustainability
- 3.3.1 Key drivers of sustainability - buyers
- 3.3.2 Key drivers of sustainability - suppliers
- 3.3.3 Key drivers of sustainability - region
- 3.3.4 Key drivers of sustainability - turnover
- 3.4 Key Barriers to Sustainability
- 3.4.1 Key barriers to sustainability - buyers
- 3.4.2 Key barriers to sustainability - suppliers
- 3.4.3 Key barriers to sustainability - region
- 3.4.4 Key barriers to sustainability - turnover
- 3.5 Key Markets for Growth
- 3.5.1 Key markets for growth - buyers
- 3.5.2 Key markets for growth - suppliers
- 3.5.3 Key markets for growth - region
- 3.5.4 Key markets for growth - turnover
4 Implementation of Sustainability
- 4.1 Organizational Prerequisites for Sustainability
- 4.1.1 Organizational prerequisites for sustainability - buyers
- 4.1.2 Organizational prerequisites for sustainability - suppliers
- 4.1.3 Organizational prerequisites for sustainability - region
- 4.1.4 Organizational prerequisites for sustainability - turnover
- 4.2 Implementation of Sustainable Measures
- 4.2.1 Implementation of sustainable measures - buyers
- 4.2.2 Implementation of sustainable measures - suppliers
- 4.2.3 Implementation of sustainable measures - region
- 4.2.4 Implementation of sustainable measures - turnover
- 4.3 Key Energy Efficiency Measures
- 4.3.1 Key energy efficiency measures - buyers
- 4.3.2 Key energy efficiency measures - suppliers
- 4.3.3 Key energy efficiency measures - region
- 4.3.4 Key energy efficiency measures - turnover
- 4.4 Effective Monitoring of Sustainability
- 4.4.1 Effective monitoring of sustainability - buyers
- 4.4.2 Effective monitoring of sustainability - suppliers
- 4.4.3 Effective monitoring of sustainability - region
- 4.4.4 Effective monitoring of sustainability - turnover
5 Financial Implications of Sustainability
- 5.1 Cost Saving Expectations
- 5.1.1 Cost saving expectations - buyers
- 5.1.2 Cost saving expectations - suppliers
- 5.1.3 Cost saving expectations - region
- 5.1.4 Cost saving expectations - turnover
- 5.2 Impact of Sustainability on Profits
- 5.2.1 Impact of sustainability on profits - buyers
- 5.2.2 Impact of sustainability on profits - suppliers
- 5.2.3 Impact of sustainability on profits - region
- 5.2.4 Impact of sustainability on profits - turnover
- 5.3 Planned Change in Sustainability Budgets
- 5.3.1 Planned change in sustainability budgets - buyers
- 5.3.2 Planned change in sustainability budgets - suppliers
- 5.3.3 Planned change in sustainability budgets - region
- 5.3.4 Planned change in sustainability budgets - turnover
6 Sustainable Procurement
- 6.1 Critical Factors for Supplier Selection
- 6.1.1 Critical factors for supplier selection - region
- 6.1.2 Critical factors for supplier selection - turnover
- 6.1.3 Critical factors for supplier selection - senior level respondents
- 6.2 Level of Supplier Engagement
- 6.2.1 Level of supplier engagement - region
- 6.2.2 Level of supplier engagement - turnover
- 6.3 Expenditure on Sustainable Procurement
- 6.3.1 Expenditure on sustainable procurement - region
- 6.3.2 Expenditure on sustainable procurement - turnover
- 6.4 Attributes of Green Procurement
- 6.4.1 Attributes of green procurement - region
- 6.4.2 Attributes of green procurement - turnover
- 6.5 Procurement of Sustainable Products and Services
- 6.5.1 Procurement of sustainable products and services - region
- 6.5.2 Procurement of sustainable products and services - turnover
- 6.6 Sustainable Design Changes
- 6.6.1 Sustainable design changes - region
- 6.6.2 Sustainable design changes - turnover
7 Marketing Green Initiatives
- 7.1 Drivers of Green Marketing
- 7.1.1 Drivers of green marketing - region
- 7.1.2 Drivers of green marketing - turnover
- 7.2 Marketing of Green Credentials
- 7.2.1 Marketing of green credentials - region
- 7.2.2 Marketing of green credentials - turnover
- 7.3 Effective Channels of Promotion
- 7.3.1 Effective channels of promotion - region
- 7.3.2 Effective channels of promotion - turnover
- 7.4 Industry Leaders in Sustainability
8 Appendix
- 8.1 Full survey results
- 8.2 Methodology
- 8.3 Contact us
- 8.4 About ICD research
- 8.5 Disclaimer
List of Tables
- Table 1: Total Global Pharmaceutical Industry Survey Respondents by Company Type, 2011
- Table 2: Buyer Respondents by Job Role, 2011
- Table 3: Buyer Respondents by Global Company Turnover, 2011
- Table 4: Buyer Respondents by Region, 2011
- Table 5: Supplier Respondents by Job Role, 2011
- Table 6: Supplier Respondents by Global Company Turnover, 2011
- Table 7: Supplier Respondents by Region, 2011
- Table 8: Perception of Sustainability: Suppliers (%), 2011-2012
- Table 9: Perception of Sustainability: Suppliers (%), 2011-2012
- Table 10: Perception of Sustainability: Region, 2011-2012
- Table 11: Perception of Sustainability: Turnover, 2011-2012
- Table 12: Sustainability in Business Functions: Buyers, 2011-2012
- Table 13: Sustainability in Business Functions: Suppliers, 2011-2012
- Table 14: Key Drivers of Sustainability: Buyers (%), 2011-2012
- Table 15: Key Drivers of Sustainability: Suppliers (%), 2011-2012
- Table 16: Key Drivers of Sustainability: Region (%), 2011-2012
- Table 17: Key Barriers to Sustainability: Buyers (%), 2011-2012
- Table 18: Key Barriers to Sustainability: Suppliers (%), 2011-2012
- Table 19: Key Markets for Growth: Pharmaceutical Manufacturer (%), 2011-2012
- Table 20: Key Markets for Growth: CRO and CMO (%), 2011-2012
- Table 21: Key Markets for Growth: Suppliers (%), 2011-2012
- Table 22: Organizational Prerequisites for Sustainability: Buyers (%), 2011-2012
- Table 23: Organizational Prerequisites for Sustainability: Suppliers (%), 2011-2012
- Table 24: Organizational Prerequisites for Sustainability: Region (%), 2011-2012
- Table 25: Organizational Prerequisites for Sustainability: Turnover (%), 2011-2012
- Table 26: Implementation of Sustainable Measures: Buyers, 2011-2012
- Table 27: Implementation of Sustainable Measures: Suppliers, 2011-2012
- Table 28: Key Energy Efficiency Measures: Pharmaceutical Manufacturer (%), 2011-2012
- Table 29: Key Energy Efficiency Measures: CRO and CMO (%), 2011-2012
- Table 30: Key Energy Efficiency Measures: Suppliers (%), 2011-2012
- Table 31: Effective Monitoring of Sustainability: Buyers (%), 2011-2012
- Table 32: Effective Monitoring of Sustainability: Suppliers (%), 2011-2012
- Table 33: Effective Monitoring of Sustainability: Region (%), 2011-2012
- Table 34: Effective Monitoring of Sustainability: Turnover (%), 2011-2012
- Table 35: Cost Saving Expectations: Buyers (%), 2011-2012
- Table 36: Cost Saving Expectations: Suppliers (%), 2011-2012
- Table 37: Cost Saving Expectations: Region (%), 2011-2012
- Table 38: Cost Saving Expectations: Turnover (%), 2011-2012
- Table 39: Impact of Sustainability on Profits: Suppliers (%), 2011-2012
- Table 40: Impact of Sustainability on Profits: Suppliers (%), 2011-2012
- Table 41: Impact of Sustainability on Profits: Region (%), 2011-2012
- Table 42: Impact of Sustainability on Profits: Turnover (%), 2011-2012
- Table 43: Planned Change in Sustainability Budgets: Buyers (%), 2011-2012
- Table 44: Planned Change in Sustainability Budgets: Suppliers (%), 2011-2012
- Table 45: Planned Change in Sustainability Budgets: Region (%), 2011-2012
- Table 46: Planned Change in Sustainability Budgets: Turnover (%), 2011-2012
- Table 47: Critical Factors for Supplier Selection: Pharmaceutical Manufacturer (%), 2011-2012
- Table 48: Critical Factors for Supplier Selection: CRO and CMO (%), 2011-2012
- Table 49: Level of Supplier Engagement - Buyers (%), 2011-2012
- Table 50: Level of Supplier Engagement: Region (%), 2011-2012
- Table 51: Level of Supplier Engagement: Turnover (%), 2011-2012
- Table 52: Expenditure on Sustainable Procurement - Buyers (%), 2011-2012
- Table 53: Expenditure on Sustainable Procurement vs. Profitability (%), 2011-2012
- Table 54: Expenditure on Sustainable Procurement: Region (%), 2011-2012
- Table 55: Expenditure on Sustainable Procurement: Turnover (%), 2011-2012
- Table 56: Attributes of Green Procurement: Pharmaceutical Manufacturer (%), 2011-2012
- Table 57: Attributes of Green Procurement: CRO and CMO (%), 2011-2012
- Table 58: Procurement of Sustainable Products and Services - Buyers (%), 2011-2012
- Table 59: Sustainable design changes - Buyers (%), 2011-2012
- Table 60: Sustainable design changes: Region (%), 2011-2012
- Table 61: Sustainable design changes: Turnover (%), 2011-2012
- Table 62: Key Drivers for Green Marketing: Suppliers (%), 2011-2012
- Table 63: Key Drivers for Green Marketing: Region (%), 2011-2012
- Table 64: Drivers of Green Marketing: Turnover (%), 2011-2012
- Table 65: Marketing of Green Credentials: Suppliers (%), 2011-2012
- Table 66: Marketing of Green Credentials: Region (%), 2011-2012
- Table 67: Marketing of Green Credentials: Turnover (%), 2011-2012
- Table 68: Effective Channels for Promotion: Suppliers (%), 2011-2012
- Table 69: Leaders of Sustainability in the Pharmaceutical Industry, 2011-2012
- Table 70: Survey Results - Closed Questions
List of Figures
- Figure 1: Perception of Sustainability: Buyers (%), 2011-2012
- Figure 2: Perception of Sustainability: Suppliers, 2011-2012
- Figure 3: Perception of Sustainability: Region, 2011-2012
- Figure 4: Perception of Sustainability: Turnover, 2011-2012
- Figure 5: Sustainability in Business Functions: Buyers, 2011-2012
- Figure 6: Sustainability in Business Functions: Buyers, 2011-2012
- Figure 7: Sustainability in Business Functions: Region, 2011-2012
- Figure 8: Sustainability in Business Functions: Turnover, 2011-2012
- Figure 9: Key Drivers of Sustainability: Buyers vs. Suppliers, 2011-2012
- Figure 10: Key Drivers of Sustainability: Suppliers (%), 2011-2012
- Figure 11: Key Drivers of Sustainability: Turnover (%), 2011-2012
- Figure 12: Key Barriers to Sustainability: Buyers (%), 2011-2012
- Figure 13: Key Barriers to Sustainability: Suppliers (%), 2011-2012
- Figure 14: Key Barriers to Sustainability: Region (%), 2011-2012
- Figure 15: Key Barriers to Sustainability: Turnover (%), 2011-2012
- Figure 16: Key Markets for Growth, 2011-2012
- Figure 17: Key Markets for Growth: Pharmaceutical Manufacturer (%), 2011-2012
- Figure 18: Key Markets for Growth: CRO and CMO (%), 2011-2012
- Figure 19: Key Markets for Growth: Suppliers (%), 2011-2012
- Figure 20: Key Markets for Growth: Region (%), 2011-2012
- Figure 21: Key Markets for Growth: Turnover (%), 2011-2012
- Figure 22: Organizational Prerequisites for Sustainability: Buyers (%), 2011-2012
- Figure 23: Organizational Prerequisites for Sustainability: Suppliers (%), 2011-2012
- Figure 24: Organizational Pre-requisites for Sustainability: Region (%), 2011-2012
- Figure 25: Organizational Prerequisites for Sustainability: Turnover (%), 2011-2012
- Figure 26: Implementation of Sustainable Measures: Buyers, 2011-2012
- Figure 27: Implementation of Sustainable Measures: Suppliers, 2011-2012
- Figure 28: Implementation of Sustainable Measures: Region (%), 2011-2012
- Figure 29: Implementation of Sustainable Measures: Turnover (%), 2011-2012
- Figure 30: Key Energy Efficiency Measures: Pharmaceutical Manufacturer (%), 2011-2012
- Figure 31: Key Energy Efficiency Measures: CRO and CMO (%), 2011-2012
- Figure 32: Key Energy Efficiency Measures: Suppliers (%), 2011-2012
- Figure 33: Key Energy Efficiency Measures: Region (%), 2011-2012
- Figure 34: Key Energy Efficiency Measures: Turnover (%), 2011-2012
- Figure 35: Effective Monitoring of Sustainability: Buyers (%), 2011-2012
- Figure 36: Effective Monitoring of Sustainability: Suppliers (%), 2011-2012
- Figure 37: Effective Monitoring of Sustainability: Region (%), 2011-2012
- Figure 38: Effective Monitoring of Sustainability: Turnover (%), 2011-2012
- Figure 39: Cost Saving Expectations: Buyers (%), 2011-2012
- Figure 40: Cost Saving Expectations: Suppliers (%), 2011-2012
- Figure 41: Cost Saving Expectations: Region (%), 2011-2012
- Figure 42: Cost Saving Expectations: Turnover (%), 2011-2012
- Figure 43: Impact of Sustainability on Profits: Buyers (%), 2011-2012
- Figure 44: Impact of Sustainability on Profits: Buyers (%), 2011-2012
- Figure 45: Impact of Sustainability on Profits: Region (%), 2011-2012
- Figure 46: Impact of Sustainability on Profits: Turnover (%), 2011-2012
- Figure 47: Planned Change in Sustainability Budgets: Buyers (%), 2011-2012
- Figure 48: Planned Change in Sustainability Budgets: Suppliers (%), 2011-2012
- Figure 49: Planned Change in Sustainability Budgets: Region (%), 2011-2012
- Figure 50: Planned Change in Sustainability Budgets: Turnover (%), 2011-2012
- Figure 51: Critical Factors for Supplier Selection: Pharmaceutical Manufacturer (%), 2011-2012
- Figure 52: Critical Factors for Supplier Selection: CRO and CMO (%), 2011-2012
- Figure 53: Critical Factors for Supplier Selection: Region (%), 2011-2012
- Figure 54: Critical Factors for Supplier Selection: Turnover (%), 2011-2012
- Figure 55: Critical Factors for Supplier Selection: Senior Level Respondents (%), 2011-2012
- Figure 56: Level of Supplier Engagement - Buyers (%), 2011-2012
- Figure 57: Level of Supplier Engagement: Region (%), 2011-2012
- Figure 58: Level of Supplier Engagement: Turnover (%), 2011-2012
- Figure 59: Expenditure on Sustainable Procurement - Buyers (%),2011-2012
- Figure 60: Expenditure on Sustainable Procurement: Region (%),2011-2012
- Figure 61: Expenditure on Sustainable Procurement: Turnover (%),2011-2012
- Figure 62: Attributes of Green Procurement: Pharmaceutical Manufacturer (%), 2011-2012
- Figure 63: Attributes of Green Procurement: CRO and CMO (%), 2011-2012
- Figure 64: Attributes of Green Procurement: Region (%), 2011-2012
- Figure 65: Attributes of Green Procurement: Turnover (%), 2011-2012
- Figure 66: Procurement of Sustainable Products and Services - Buyers (%), 2011-2012
- Figure 67: Procurement of Sustainable Products and Services: Region (%), 2011-2012
- Figure 68: Procurement of Sustainable Products and Services: Turnover (%), 2011-2012
- Figure 69: Sustainable design changes - Buyers (%),2011-2012
- Figure 70: Sustainable design changes: Turnover (%),2011-2012
- Figure 71: Key Drivers for Green Marketing: Suppliers (%), 2011-2012
- Figure 72: Key Drivers for Green Marketing: Region (%), 2011-2012
- Figure 73: Key Drivers for Green Marketing: Turnover (%), 2011-2012
- Figure 74: Marketing of Green Credentials: Suppliers (%), 2011-2012
- Figure 75: Marketing of Green Credentials: Region (%), 2011-2012
- Figure 76: Marketing of Green Credentials: Turnover (%), 2011-2012
- Figure 77: Effective Channels of Promotion: Suppliers (%), 2011-2012
- Figure 78: Effective Channels of Promotion: Region (%), 2011-2012
- Figure 79: Effective Channels of Promotion: Turnover (%), 2011-2012
醫藥品業界可持續實施的焦點在於減少材料消費與生產廢棄物
2011年11月29日
Global Information, Inc.已開始銷售ICD Research所發行的報告書「Sustainability in the Global Pharmaceutical Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Pharmaceutical Industry Procurement and Marketing Initiatives (全球醫藥品產業的永續發展可能性(2011∼2012年):市場趨勢與機會，收益性與預算預測，醫藥品產業的採購與行銷)」
醫藥品業界正在引進可持續的方法。
許多醫藥品製造商和供應商的事業活動，都是從環境管理的觀點來做比較評估。
醫藥品企業以生產設施水平實施關懷環境的事業活動。今日聚焦於生產工程，努力減少材料消費和廢棄物。此外，不只是能源和機器的使用量，以週期性的削減作為目標。
據此，使醫藥品的生產工程最適化、到銷售為止的期間縮短以及削減開發和生產時環境的負荷。
依據ICD Research的調查，作為與可持續引進有關的主要擔憂事項，44％的醫藥品企業舉出「昂貴的醫藥品開發成本」，36％的醫藥品企業則擔憂「缺乏有效性的測量基準」。
CRO和CMO部門，因「預算不足」導致可持續引進產生大障礙，許多企業擔憂股市的變動，恐將引起連續兩次下降的經濟衰退。
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