产业研究报告范文

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篇1

关于生产基地和技术，本报告的研究涵盖了沙拉酱主要企业的投产时间、基地分布、技术参数、研发动态、技术来源、原材料来源等。

关于产业链分析，本报告的研究涵盖了沙拉酱上游原材料和设备、下游客户、营销渠道、行业发展趋势及投资策略建议等，更具体的分析还包括沙拉酱主要应用领域及消费、主要地区及消费、全球主要生产商、经销商、原料供应商、设备提供商及他们的联系信息、产业链关系分析等。

本报告的研究还包括沙拉酱产品参数、生产工艺、成本结构、以及按地区、技术和应用分类的数据信息等，最后包括案例模式的沙拉酱新项目SWOT分析和投资可行性研究。

总体而言，这是一份专门针对沙拉酱产业的深度研究报告。研究中心采用客观公正的方式对沙拉酱产业的发展走势进行了深度分析阐述，为客户进行竞争分析，发展规划，投资决策提供支持和依据。本项目在运作过程中得到了众多沙拉酱产业链各个环节技术人员及营销人员的支持和帮助，在此一并表示感谢。

第一章 产业概述

1.1 沙拉酱定义

1.1.1 沙拉酱定义

1.1.2 沙拉酱产品参数

1.2 沙拉酱分类

1.3 沙拉酱应用领域

1.4 沙拉酱产业链结构

1.5 沙拉酱产业概述及主要地区发展现状

1.5.1 沙拉酱产业概述

1.5.2 沙拉酱全球主要地区发展现状

1.6 沙拉酱产业政策分析

1.7 沙拉酱行业新闻动态分析

第二章 沙拉酱生产成本分析

2.1 沙拉酱原材料价格分析

2.2 沙拉酱设备的供应商及价格分析

2.3 劳动力成本分析

2.4 其他成本分析

2.5 生产成本结构分析

2.6 沙拉酱生产工艺分析

2.7 全球20xx-20xx年沙拉酱价格、成本及毛利分析

第三章 技术资料和制造工厂分析

3.1 全球主要生产商20xx年产能及商业投产日期

3.2 全球主要生产商20xx年沙拉酱工厂分布

3.3 全球主要生产商20xx年沙拉酱市场地位和技术来源

3.4 全球主要生产商20xx年沙拉酱关键原料来源分析

第四章 沙拉酱产量细分（按地区、产品类别及应用）

4.1 全球主要地区20xx-20xx年沙拉酱产量细分

4.2 全球20xx-20xx年沙拉酱主要产品类别产量

4.3 全球20xx-20xx年沙拉酱主要应用领域产量

4.4 全球沙拉酱主要生产商20xx年价格分析

4.5 美国20xx-20xx年沙拉酱产能、产量、价格、成本及产值分析

4.6 欧盟20xx-20xx年沙拉酱产能、产量、价格、成本及产值分析

4.7 日本20xx-20xx年沙拉酱产能、产量、价格、成本及产值分析

4.8 中国20xx-20xx年沙拉酱产能、产量、价格、成本及产值分析

第五章 沙拉酱消费量及消费额的地区分析

5.1 全球主要地区20xx-20xx年沙拉酱消费量分析

5.2 全球主要地区20xx-20xx年沙拉酱消费额分析

5.3 全球主要地区20xx-20xx年消费价格分析

第六章 沙拉酱20xx-20xx年产供销需市场现状和分析

6.1 20xx-20xx年沙拉酱产能及产量统计

6.2 沙拉酱20xx-20xx年产量及市场份额

6.3 沙拉酱20xx-20xx年销量综述

6.4 沙拉酱20xx-20xx年供应量、销量及缺口量

6.5 中国20xx-20xx年沙拉酱进口量、出口量及消费量

6.6 沙拉酱20xx-20xx年成本、价格、产值、毛利率

第七章 沙拉酱核心企业研究

7.1 Hellmann’s

7.1.1 企业介绍

7.1.2 产品图片与参数

7.1.3 产能、产量、产值、价格、成本、毛利及毛利率分析

7.1.4 联系信息

7.2 卡夫亨氏

7.2.1 企业介绍

7.2.2 产品图片与参数

7.2.3 产能、产量、产值、价格、成本、毛利及毛利率分析

7.2.4 联系信息

7.3 Frenchs Classic Mustard

7.3.1 企业介绍

7.3.2 产品图片与参数

7.3.3 产能、产量、产值、价格、成本、毛利及毛利率分析

7.3.4 联系信息

7.4 Tostitos Salsa?

7.4.1 企业介绍

7.4.2 产品图片与参数

7.4.3 产能、产量、产值、价格、成本、毛利及毛利率分析

7.4.4 联系信息

7.5 Best Foods Mayonnaise

7.5.1 企业介绍

7.5.2 产品图片与参数

7.5.3 产能、产量、产值、价格、成本、毛利及毛利率分析

7.5.4 联系信息

第八章 沙拉酱价格和毛利率分析

8.1 价格、供应及消费分析

8.1.1 价格分析

8.1.2 供应分析

8.2 毛利率分析

8.3 全球各地区价格对比

8.4 沙拉酱不同种类产品价格分析

8.5 不同价格水平沙拉酱市场份额分析

8.6 不同应用领域沙拉酱毛利率分析

第九章 沙拉酱营销渠道分析

9.1 沙拉酱营销渠道现状分析

9.2 贸易商和分销商及其联系信息

9.3 出厂价、渠道价和终端价分析

9.4 各地区沙拉酱进口、出口和贸易

第十章 沙拉酱行业20xx-20xx年发展预测

10.1 沙拉酱20xx-20xx年产能及产量预测

10.2 沙拉酱20xx-20xx年产量及市场份额

10.3 沙拉酱20xx-20xx年销量综述

10.4 沙拉酱20xx-20xx年供应量、销量及缺口量

10.5 沙拉酱20xx-20xx年进口量、出口量及消费量

10.6 沙拉酱20xx-20xx年成本、价格、产值、毛利率

第十一章 沙拉酱供应链分析

11.1 沙拉酱原材料主要供应商和联系方式

11.2 沙拉酱生产设备供应商及联系方式

11.3 沙拉酱主要供应商和联系方式

11.4 沙拉酱主要客户联系方式

11.5 沙拉酱供应链条关系分析

篇2

据中国IDC圈最新的《2012-2013年度中国IDC产业发展研究报告》（简称“IDC报告”）数据显示，2012年中国IDC市场规模达210.5亿元人民币，增速达到23.2%，相比去年增速有较大下滑，但与欧美发达国家相比，还是保持一个较高的增长速度。其中IDC基础业务市场规模137.2亿元人民币，增速为20%，IDC增值业务市场规模73.3亿元人民币，增速为29.7%，增值业务成为拉动IDC市场增长的主力军。

图2 2007－2012年中国IDC市场基础业务规模及增长

图3 2007－2012年中国IDC市场增值业务规模及增长

近两年，国内IDC产业呈现政策导向明显、产业合并加速、基础建设火热等几个特点，主要得益于国内云计算、大数据等新兴产业的推动。虽然近年国内IDC市场增速明显。据统计，2005~2012年，中国IDC市场规模增长了6倍，年均增长率超过30%。但相比欧美地区，国内45万座数据中心总量不低，但大型数据中心偏少，仅不足百座，而且目前国内可以为市场用户提供IDC服务的数据中心仅有有500多座，其中70%以上的数据中心为三家基础电信运营商所有，主要分布在北京、上海、广东、江苏、浙江、山东、四川、湖北等经济相对发达、业务量大、带宽资源充足的省市。而且IDC的平均能耗效率（PUE）在2.2一3，远低于发达国家1.5的水平。

另外，因为受“云模式”发展和数据中心能耗影响，2012年大型IDC服务商业新建数据中心部署开始向西部地区转移，形成全国跨各大区域分散部署的态势。中国三家运营商，中国移动，中国电信，中国联通相继在西部建立大型数据中心，在业务运营、合作模式等领域开展创新，引领了IDC的新的业务发展模式。

报告图表摘要：

2012年全球IDC市场规模与增长2012年，全球IDC市场增长的趋势有所减缓，整体市场规模达到255.2亿美元，增速为14.6%。其增长速度的主要拉动力还在于亚太，仍然源于IT企业、互联网企业和电信企业从自身业务支撑和拓展强烈需求。

图1 2007－2012年全球IDC市场规模及增长2007－2012年中国电信运营商投资规模2012年，三大运营商都在经历了电信重组3G大规模建网的几年后，一方面，通过经营策略调整和业务整合提升竞争力；另一方面，对于新兴业务积极探索，寻求开辟新的市场。2012年全年电信运营商固定资产总投资3278亿元，比去年增速有所上升，增速达到6.2%。

图2 2007－2012年中国电信运营商投资规模2007－2012年中国IDC基础业务和增值业务市场规模近年来，随着互联网业务的高速发展，IDC市场正进入快速增长期。据统计，2005~2012年，中国IDC市场规模增长了6倍，年均增长率超过30%。2012年中国IDC基础业务规模达到137.2亿元，同比增长20%，2012年中国IDC增值业务规模达到73.3亿元，同比增长29.7%。

图3 2007－2012年中国IDC市场基础业务规模及增长

图4 2007－2012年中国IDC市场增值业务规模及增长2012年中国IDC公司的机房服务器数量根据调研数据显示，2012年被调查IDC服务商机房拥有服务器数量在5000台以上所占比例与2011年没有多大变化；被调查IDC服务商机房拥有服务器数量在1000－3000台的所占比例下降到23%，说明这两年行业进行重组整合，较小的IDC服务商已经被重组或者淘汰。

图5 2012年中国IDC公司的机房服务器数量IDC服务商整体分析2012年，基础电信运营商所占比例基本上没有改变，这说明IDC服务提供商产业链上下游环节趋向于稳定，随之而带来的是市场的有序竞争。

表1 基础电信运营商与第三方IDC服务商的对比

图6 2012年中国IDC公司的数量分布2012年中国IDC客户类型分布2012年，IDC公司客户分布行业如下：互联网客户仍旧是主要快速增长的客户群体，2012年所占比例达到38.7%；11.7%被调查用户是制造行业。政府、教育行业增长较快，所占比例分别为8.7%和7.8%，随着政府电子政府、物联网以及部分公共云平台的快速建设，对IDC的需求也在快速增加。教育行业随着班班通等项目的带动，一些校园应用平台的建设与整合，大数据的集中也会带来对IDC业务的需求。

篇3

中图分类号：J218.7 文献标识码：A 文章编号：1001-828X（2014）06-0-01

一、中国动画电影产业的总体形态

（一）中国动画电影产业环境分析

1.政策环境。2006年至今，国家相关部门颁发多个重要文件从资金、税收、电视台播放、人才培养等多个层面扶持国内动漫产业发展。 据国家统计局数据显示，2011年，我国动漫产业产值达621.72亿元，较2010年增长32.04%。国内动漫产业的庞大规模，以及国家多层面的政策扶持下，足以可以看出国家对动漫产业发展的重视，也为国内VC/PE机构介入提供了较好的契机。

2.金融环境。自2008年底的全球金融风暴以来中国的股市和楼市等传统投资市场投资风险加大，一部分仅传统投资市场流出的资金涌入文化产业。虽然业外资金的注入让电影生产的数量和投资额都有一定的增长，但大量热钱的涌入也造成影规产业投资过热的现象。根据ChinaVenture投中集团旗下金融数据产品CVSource统计显示，2005年至今国内动漫行业共发生45笔VC/PE注资案例，累计投资规模达1.36亿美元，平均单笔融资规模为302万美元。

3.社会环境。观影人群的结构：随着皮克斯和梦工厂动画大片的不断冲击，国人固有的动画片属于儿童片的观念已经没有了立足点，随着从小被动画熏陶的80后有了自己的家庭，他们对于动画的渴望一点也不比儿童差多少；因此这些动画大片更是吸引以家庭为单位观影的人群，这种全年龄段的动画片可以使得所有人在这里找到了自己所需那份领地，使得观影数量较往年以指数型增长。

固定“粉丝”团体：这里主要体现在以喜羊羊系列动画片为观影人群，他们是喜羊羊系列动画电影得以稳坐国产动画票房四连霸的保证。而现今以网游改编的动画电影也在逐渐兴起，皆因网游有大量的玩家形成的粉丝团体是票房的保证。

（二）中国动画电影产业规模分析

中国动画电影产业收入2012年达153.6亿。动画电影产业收入可分为国内票房收入、国内非票房收入，以及海外销售收入。在西方影业发达国家，国内票房收入占总产业比模比例不到30%，而此比例在中国则达到90%以上。在今后两年中，以广告（映前广告、贴片广告、植入广告及影院阵地广告等）代表的新兴盈利模式呈现高速增长趋势，将作为重要的补充环节为产业链企业贡献更多收入。

2011年中国动漫产业规模将达到257亿元，同比增长率为24%，预计2013年将达到405亿元。作为中国文化创意产业的重要组成部分，动漫产业在经历了企业数量多但规模小，市场空间大且盈利模式单一的尴尬后，随着电影动漫、手机动漫及网络动漫等产品形态的丰富，动漫产业迎来新的发展机遇。

二、2008-2012年动画票房研究

随着我国人民生活水平的不断提高，和电影市场的日趋开放，2012年国内电影市场已经超越欧美众多国家，仅次于美国位居全球票房第二。与之息息相关的动画电影市场也随着整个市场被盘活，近些年动画票房增长率一直领先于其他种类的影片。2011年中国动画电影市场收入为16.85亿元，较上年增幅210.3%.动画电影在整体电影市场中所占比重也呈现稳步快速增长态势，市场份额由2010年的5.34%提升到2011年的12.85%，其增长的原因除了整个电影市场规模扩大的带动作用以外，还来源于动画电影自身在数量上有所增长，在制作技术及内容质量上也有较大提升。

（一）动画票房总量研究

动画票房的不断增长理论上为国产动画产业提供了广阔的发展空间，这也造就了国内的唯一龙头《喜羊羊与灰太狼》系列动画片。但通过图我们发现国产动画所占比重一直处于低位徘徊，从未超过动画票房的一半水平，2009年国产动画比重最高的一年，这是因为喜羊羊系列动画的丰收，此部动画占全年票房的三分之一；其次是当年好莱坞动画的疲软，梦工厂与皮克斯皆没有全球卖座的产品。2011年是近五年除了2008年最低的一年，虽然喜羊羊系列动画再次坐收一亿四千多万人民币，同时《赛尔号大电影》及《洛克王国》的票房也有不俗的表现。但是在《功夫熊猫2》、《蓝精灵》和《里约大冒险》这国外三驾马车的冲击下，国内票房是完全的惨败，一部《功夫熊猫2》是全年国内动画票房的总和。大大冲击了国内动画制作人的心理底线，也让动画投资商大为眼红和嫉妒，这也在一定程度上激发了国内动画投资商的热情，才有2012年国内动画扎堆上映并取得了不俗的票房成绩。

（二）全年档期票房研究

电影票房有很多因素可以影响到最终的结果，其中上映档期几乎可以决定票房的大体走向。中国电影的档期主要有暑期档，贺岁档，相对于其他电影，动画电影还有其特色的六一档，可见动画电影在排档期还是有很大的可选范围的。鉴于动画电影受众群体的特殊性即儿童，所以六一档和暑期档应是动画电影做好的上映时间，从5月底到8月底完全可以合理安排时间实现票房的最大化。

动画电影是一种较为特殊的影片，市场对其定价的标准主要是内容和年龄层次，新颖的故事和清晰年龄层次可以更好的有针对性地做好宣传营销，《魁拔》的票房失败之一就是因为年龄层次没有针对性，致使缺乏有效有针对性的宣传，造成影片还有一周要上映的时候市场却不知道有这部影片。

（三）动画票房反应出问题研究

近期动画市场的票房火爆，似乎预示着这是一个一本万利的产业，国产动画电影迎来了自己的春天。而且随着国家产业结构的调整，大量资本进入文化产业尤其是电影行业，造成一部影片成本动辄上亿，演员薪酬水涨船高导致市场的畸形。此时一个不需要高薪演员的动画电影成了新的投资热点，加之政策利好让大量资本不断涌进动画业，各路投资人都想急切地“分一杯羹”。所以造成了2012年暑期档25部动画电影扎堆上映，2013年审批过的也有30几部，这些一夜之间完成国内动画电影在市场上最终只能铩羽而归，有些粗制滥造的影片甚至根本就没有上映的机会。

和国内的拔苗助长的动画电影相比，美国一部动画电影的制作周期一般为四年左右，这其中一半以上时间会用于前期策划和剧本撰写，知名的美国皮克斯动画工作室，其前期策划和故事的修改一般会花费整个动画电影制作时间的四分之三之巨。在国内一个剧本一般需要三个月就可以完成，前期策划和调查的少之又少，这就造成了国内动画电影在故事上的各种硬伤和不可拓展性，没有办法形成一个系列的动画电影经典，如《玩具总动员》《史瑞克》《功夫熊猫》等。

三、中国动画电影衍生品研究

自2009年至2012年中国动画衍生品市场规模年均增长率将维持在30%左右，在2009年129亿元的基础上，2012年中国动画衍生品市场规模将达到220亿元。在整条动漫产业链中，动画衍生品行业的市场规模是最大的，其市场规模将达到内容播出市场的十倍以上。

动画电影产业中动画票房的所占的比重在动画强国中一般都不到十分之一，动画衍生品市场所撬动的产业规模是非常可观的。在从行业整体分析，占据最主要衍生品的将依然是由动画角色形象所生产的玩具和服饰，其次是影像和图书市场，这里我们需要看到动画衍生品的电子市场在不断飞速扩张，日本动画每出来一部就会有相应的游戏开发出来，我国这一块还在探索发展中，其中《我是MT》在这一块探索出了自己的市场。对于整个市场的开发成功案例应是广东原创动力文化传播公司，喜羊羊播放之出就已经完成了肖像授权等，这位公司带来每年大约1000万元的收入。

篇4

一、Executive Summary

In this report, we will look into the Shanghai Zhangjiang Pharmaceutical Cluster. Located in Zhangjiang High-Tech Park, Pudong, Shanghai, one of the fastest developing region of China, with high quality human resources, and dense R&D centers, this pharmaceutical cluster has taken initial shape of its unique value chain after more than 10 years of development

Through “diamond” and other detailed analysis, we try to shed light on whether Shanghai is able to build a successful pharmaceutical cluster, discuss the challenges for further development and give out our recommendations as well.

二、Cluster Analysis

2.1 Favorable Home Base

Shanghai has been a long time a manufactory city, specialized in textile. The shift occurred after the reform of 1978. Shanghai became an important place for several key economic sectors as chemical and pharmaceutical, ship and car industries, machinery, steel, paper and printing products. In 1984, Volkswagen set up the first foreign car manufactory of China in Shanghai.

The growth of the GDP of Shanghai had been more than 10% annually between 1985 and 1999. Nowadays, around 10%, and it is still one of the highest of China. In 2006, the GDP per capita is around $7000 while in the rest of the China it’s on average around $1800.

Shanghai is therefore one of the most dynamic places of China, and according to several experts, it is not going to stop. Indeed, the Chinese government wants henceforth to set up also a main financial framework in Shanghai. They intend to make the Shanghai Stock Exchange one of the most important financial places in the world in the next decades. Shanghai seems to have the ideal home base to set up a successful industry and to develop several clusters as the pharmaceutical one.

2.2 Diamond Analysis for Shanghai Pharmaceutical Cluster

Exhibit 1 Shanghai Pharmaceutical Cluster Diamond

Factor (Input) Conditions

Shanghai is one of the most talent-intensive metropolises in China, with 8 top medical universities, 10 international research centers and hundreds of R&D centers launched by respective companies. International pharmaceutical companies, for instance, Novartis has started up its 7th international research center in Shanghai. The cluster is also a focal area for national R&D funding. In 2009, the State Council decided to invest 32.8 billion Yuan ($4.95 Billion) for the development of altogether 11 high-tech research programs, with pharmaceutical industry included. With the joint efforts in both national and industrial level, more technological breakthroughs will be made by the huge talent pool in the cluster.

In terms of public services, the most notable event is the founding of Shanghai Zhangjiang Pharmaceutical Public Information Service Platform (registered as Shanghai Pharma-Engine Co., LTD) in April 25th, 2009, where solutions and consulting services to pharmaceutical enterprises about new drug development and clinical research was provided . The establishment of this platform was one of the governmental promotions with the yearly goal of providing 5000 consulting services to enterprises and bringing up 20 infant pharmaceutical companies.

The physical infrastructure in the cluster is quite well-established. Enjoying one of the most developed transportation systems in the world encompassing ports (the world’s No.1 cargos handling capacity); railways, airports and highways, companies within the cluster can easily transport their materials and products domestically and abroad. Apart from transportation, the electricity stability, abundant water supply and highly developed telecommunicating system are all key elements of the cluster’s advanced physical infrastructure.

As the common competitive advantage throughout China, low cost of land and human capital is easy to access. By spreading their value chain, international companies in Shanghai Pharmaceutical Cluster are able to reduce their total cost for hiring employees. Although this low cost will eventually disappear as the cluster itself develops further on, it is still a crucial advantage at the current stage.

Context for firm strategy and rivalry

Shanghai is a city of dynamism, providing its pharmaceutical cluster a right context for improving productivity and innovation capacity. The cluster is located inside Zhangjiang High-tech Park, with other industries such as computer software, video games developing, etc. By the end of year 2007, some 540 patent applications have been made including 30 international ones .

Companies inside the cluster are faced with fierce competition against each other. According to statistics, by the beginning of 2008, there are 265 pharmaceutical companies gathering in the cluster. The number is developing with an annual speed of approximately 10%, meaning at least 350 companies are now competing currently .

Rivalry might lead to two different methodologies of competing, namely differentiation and cost leadership. Due to the fact that pharmaceutical industry is more knowledge-based rather than labor-intensive, cost leadership strategy will only deteriorate every single company and eventually the whole cluster. The only way to struggle through the fierce rivalry is the differentiation strategy, here presented as products upgrading and innovating. Fortunately, most of the companies are in the right track. A bunch of innovation-oriented companies have made their achievements in different segments of the pharmaceutical industry, including cardiovascular medication, fluorescence treatment and protein drugs.

Domestic Demand Conditions

China is the country of the largest population all over the world. Thus the huge amount of patients demanding for medical treatment is the NO.1 accelerator for the Chinese pharmaceutical industry. According to estimation by population experts, Chinese population will reach its peak level of 1.6 billion around the year 2035. The growing population means the growing demand for medical treatment. It is reported that every 1% of Chinese population growth will lead to the medicine consumption of an extra 370 million Yuan. A great growth potential exists in pharmaceutical sector.

First of all, in the year 2004, China was already the world’s No.7 medicine market and prediction shows by the end of the year 2010, the sales revenue of medicine in China will reach $24 billion. Furthermore, by the year 2020, China is likely to become the world’s No.1 medicine market. The large population base only partly accounts for this; another factor worth mentioning is the growing aging problems of Chinese society. By the year 2020, number of people over 65 years old will have accounted for 11.8% of the overall Chinese population and more than 80% of the overall consumption of medicines .

Secondly, people’s perception about medicines has now changed greatly. Conventionally, medical treatment was thought to be the last solution for patients and Chinese medicine is the first choice by Chinese people. As internalization hits China, people began to realize that western medicines are far more effective and easy to take as compare to Chinese medicine soups. Additionally, medicine becomes more a measure of prevention of illness than solutions; not only real patients, but also those suffering from sub-health, a status between healthy and sick, are willing to buy medicines.

This trend reveals the growing local demand for medicines and the growing demand for the sophistication of medicines. Consumers in China are becoming more particular and strict about the pharmaceutical products because they view medicines more as daily articles.

Related and supporting industries

Starting from the analysis of the location of the cluster, it is easy to get an overview of the related and supporting industries around the Shanghai Pharmaceutical Cluster for the first step.

As was mentioned, the cluster is located in Zhangjiang High-tech Park, together with several other clusters, which to some extend support the development of the pharmaceutical cluster. And viewing the Zhangjiang Park from a wider perspective, that is, the whole picture of this area in Shanghai (Pudong District), a lot of other similar parks can be seen, such as Lujiazui Financial Center, Jingqiao Manufacturing Park, Yangshan Free Trade Port Area, etc. All of the industries gather together in the 1210-square-kilometer administrative region are called Pudong District . It is obvious that the information technology cluster and the software technology cluster facilitate the R&D development of the pharmaceutical cluster the most. And within the whole Pudong District, the Financial Center and the Free Trade Port Area are crucial to the financing and transportation of pharmaceutical cluster.

三、Issues and Recommendations

3.1 Government Extraction

Looking back to the birth of Shanghai Pharmaceutical Cluster, it’s obvious that it is shaped totally by the government. It was part of the “11th Five Year Plan” of Shanghai, and was initiated through an agreement signed by the State Ministry of Science and Technology, the State Ministry of Health, the State Food and Drug Administration, China Academy of Science and Shanghai Municipal Government in 1996. As has been analyzed above, Shanghai has a favorable home base and promising diamond for bio-pharmaceutical industry. It is justified to say that choosing Shanghai to develop the cluster is a reasonable and wise decision. Government played a positive role in shaping the cluster.

Preferential Policies

Preferential Policies cover areas including: financial and tax support, capital support, human resources support, the Customs policy and so on. Those policies provide incentives for self-innovation, industry upgrade, boost service sector, encourage venture capital etc. With the intervention of government, the policies created a favorable diamond for the cluster from all around.

Challenge of Extraction

Since the cluster is taking shape, with elements of “the diamond” in place, it’s time for the government to think of how to gradually extract itself out of the cluster nurturing and boost the cluster’s inner impetus of development.

The role of government in starting a cluster should be one who constantly upgrades the diamond conditions, promotes fair competition and creates a free atmosphere for all participants. The government played a dominant role in the beginning of Shanghai cluster, but further intervention and involvement may bring problems such as too much bureaucracy, not enough competition, and improper policies tangling with market incentives and so on.

3.2 Intellectual Property Rights Protection.

Pharmaceutical innovation is vulnerable for its long developing circle, large inputs and low outputs. A lack of protection of Intellectual Property Rights will definitely hinder the development of the cluster.

It also includes the issue of the information sharing between local and foreign companies. By attracting FDI, an underlying goal is to learn the know-how from foreign companies and use that knowledge to upgrade our own companies. However, on the side of foreign companies, their ultimate reason is tax cuts and cheap labor, and may be unwilling to share the technology. This dilemma is at core of further development of Shanghai pharmaceutical cluster, for whether it can upgrade from a cheap-labor, low cost based cluster to a technology and innovation based one.

3.3 Institutions of Collaboration

A very important feature of cluster development is the free flow of information among related industries and institutions, which highly promotes innovation, sharing know-how, and competition. That’s why institutions of collaboration are an important issue when talking about the development of cluster.

Shanghai Zhangjiang Pharmaceutical Public Information Service Platform was established as a tool to encourage exchange of information, boost innovation and increase competitiveness of the cluster. But the connection among all supporting industries was not self-initiated; it was designed by the government plan. At present, this platform is not utilized as much as it should have been. A better use of this information platform needs to be addressed. Challenges of cultural gaps with foreign research institutions, technology boundaries, and lack of connection among related industries are major obstacles that require solution, in order to upgrade the cluster.

3.4 Recommendations

For the government

Further upgrade the diamond by infrastructure construction, preferential policies.

Enacting laws on Intellectual Property Rights, especially focusing on the issue of sharing know-how between local and foreign companies.

Encourage fair competition by setting and perfecting industry regulations.

Avoid extra intervention by leaving the control to market incentives, industry associations and institutions of collaboration.

Using policy incentives to strengthen the connection among related industries as well as the flow of information.

Direct the cluster to innovation and technology-based cluster.

For company strategies

Fully leverage the home base advantage, ally with related companies by setting up collaborated research centers and information databases.

Import new technology and learn the know-how rather than rely on the cheap cost.

Diversify the portfolio of investment by attracting capital from private sector rather than only from government lending.

Focusing on developing a unique value chain, which includes cooperative relationship with hospitals and medical schools, transportation companies, and so on.

Setting up Chinese medicine research centers, and put efforts into the combination of Chinese and western medicines, to meet the growing need for Chinese medicine and expand the market.

References：

1.Resource from 省略/EN/index.asp, homepage of Shanghai Zhangjiang Pharmaceutical Public Information Service Platform.