3.2 billion market to meet changes? Pfizer "monopolizes three yuan" in the fourth batch of centralized purchasing?

Cosmic pharmaceutical company, Pfizer, the world's largest pharmaceutical company, is under the impact of volume procurement policy, and its future direction is more complicated. According to the data sorted out by the author, each wheel purchase is closely related to Pfizer. It is said that "Guocai is tailor-made for Pfizer" has become a reality.

Is it? I don't know, but Pfizer must be the most influential enterprise in centralized purchasing, not one of them.

Pfizer, the first three rounds of centralized mining

The first three batches of Pfizer (including later puqiang) contributed 10 varieties to the centralized purchase of drugs, involving 10 billion varieties of atorvastatin calcium, amlodipine besylate, and also a new drug, tofacib.

The three collections involve Pfizer's products in the treatment field, including cardiovascular, anti infection, urinary, analgesic, psychiatric, rheumatic immunity and anticoagulation, and basically involve most of Pfizer's treatment fields. Most of these products are the head products in the treatment field, such as Lipitor, luohuoxi, Celebrex and other well-known brands.

Pfizer's varieties involved in the first three national centralized purchases:

The first batch of national collection varieties: atorvastatin calcium (Lipitor), amlodipine besylate (luohuoxi)

The second batch: Azithromycin (xisumei), fluconazole (Dafukang)

The third batch: apixaban (elotal), sildenafil (Viagra / Viagra), linezolid tablets (svol), celecoxib (celecoxib), sertraline (levofloxacin), tofacib (Shangjie)

The first three centralized purchases were fierce, which had a great impact on Pfizer

After several structural changes, Pfizer changed from Pfizer to Pfizer puqiang. Pfizer puqiang merged with Meilan to establish a new company. At present, the company mainly sells Meilan and Pfizer patent expired drugs.

Such rapid changes accelerate the change of Pfizer's top management, and promote the end of the "three Wu" era of Pfizer's rapid development. The general managers of the five major business divisions of general medicine leave at the same time. The brain drain has a significant impact on Pfizer.

Now Pfizer is no longer the first in the world or China. The world has been overtaken by Novartis and Roche, and China has been replaced by AstraZeneca.

The latest news, Pfizer began to lay off employees, starting from the middle managers, inflammatory immunity laid off 5 regional managers, anti infection laid off 11 regional managers, Pfizer's mid-level job competition will start on the 20th of this month. After the middle-level downsizing, regional managers and sales representatives will be started to lay off. At this stage, headhunters frantically contact Pfizer's representatives. After all, Pfizer's sales strength in the industry is obvious to all.

These operations should have two purposes: to reduce Pfizer's operating costs, increase profits, and be responsible for shareholders. The other part will also start Pfizer's business model transformation. Based on its strong gene and excellent culture, Pfizer is likely to return to the first place in the Chinese market in the future.

The fourth batch involves 3.2 billion yuan

Recently, the list of the fourth batch of centralized drug procurement was announced, in which parecoxib sodium and voriconazole belong to Pfizer biopharmaceutical, and pregabalin belongs to Pfizer product line.

Pfizer's business model change will be accelerated again:

1. Three batches of centralized purchasing of tofacib (Shangjie) were shortlisted, and the fourth batch of parecoxib sodium was shortlisted. Pfizer's inflammatory immune product line basically has no business support products. It is worth considering where the product line will go in the future.

According to the data of pharmaceutics intelligence, parecoxib sodium for injection is listed in the national medical insurance catalog of 2019, with sales of 1.996 billion yuan in China in 2019. Parecoxib sodium for injection is the first domestic imitation. It belongs to selective cyclooxygenase-2 (COX-2) inhibitor and is mainly used for short-term treatment of postoperative pain. At present, it has been recommended by many authoritative guidelines at home and abroad, and is widely used in general surgery, gynecology, orthopedics, stomatology and other departments.

2. Pfizer's three major anti infective oral preparations have all entered the centralized collection. If the conditions are ripe, it is not impossible for the anti infective injection to be shortlisted.

3. We believe that only large varieties will be centralized. Huizhi pregabalin has a market capacity of 200 million and has also entered centralized purchasing. It can be seen that centralized purchasing has nothing to do with sales volume. On May 24, 2019, Pfizer announced the final results of a phase 3 clinical trial to evaluate the efficacy and safety of Lyrica (pregabalin) in the treatment of primary generalized tonic clonic seizures, but it did not reach its main clinical end point.

What does centralized purchasing have to do with? There is a saying that large varieties should be purchased intensively to save medical insurance fund; there is another saying that non patented drugs should be purchased intensively to speed up the patent cliff; there is another saying that there is no reason to purchase intensively when conditions are ripe, which has nothing to do with sales and patents.

If so, from the standpoint of pharmaceutical enterprises, the cold winter of Chinese pharmaceutical enterprises has just begun, which should be the starting point. The severe cold will continue, and enterprises need to survive the winter. Are the pharmaceutical personnel prepared for the severe cold for decades from their mentality, skills and planning ability.

Pfizer's strong sales determine its strategy to deal with centralized purchasing

Pfizer, the first three batches of centralized purchasing catalogue products, is the only enterprise with a large number of shortlisted products, but none of them has won the bid. If centralized purchasing fails to win the bid, it can still sell well. This situation is very worthy of reference, whether it has reference value for other enterprises.

1. Pfizer sales, stable and systematic.

No enterprise sales team is as stable as Pfizer's version, and most of Pfizer's senior managers are Pfizer's sales representatives. The general managers of anti infection, tumor and vaccine are all experienced and well versed in Pfizer's strong sales strategy. This is especially true for regional directors and managers. Pfizer loves Pfizer more than outsiders.

2. Pfizer products are forward-looking and high quality.

In the era of cancer treatment, Pfizer has more than 10 product lines, and there are many products with the first share in each field, such as Hypolipidemia, Lipitor, hypotension, roxithromycin, anti infection, sulposen, Vivan, analgesia, Celebrex, tenar, Urology, Viagra, etc.

3. Pfizer culture is strong and stable.

Pfizer advocates result orientation and takes control of all kinds of changes. The management who grew up from Pfizer's grassroots also believe in this culture, which has been passed down from generation to generation as a code of conduct throughout the daily customer visits.

This is not Pfizer's advertisement, but Pfizer has dominated the number one position of global pharmaceutical enterprises for a long time. I'm afraid these factors are very important reasons.