摘 要
哈药集团作为我国最大的医药制造企业集团之一，共涉及七大产业板块，包括抗生
素、化学药物制剂、非处方药品及保健食品、中药、生物工程药品、动物疫苗及兽药、
医药商业七大产业领域，其主要收入来源于前三大板块，中药板块在其中所处的支撑作
用还比较弱，无论从规模、影响力、品牌价值方面都缺乏足够的竞争力。

本文以哈药集团现有中药板块为研究对象，介绍了集团发展现状，分析总结了中药
板块所属 4 家企业目前发展中所具有的优势和存在的问题，结合与国内知名中药企业对
比，及中药行业的未来发展趋势，提出了哈药集团中药板块资源整合的必要性和可行性，
指出哈药集团中药板块发展已不能满足市场竞争和集团整体战略要求，集团内 4 家中药
企业资源整合势在必行。

本文通过对资源整合理论的研究，提出了哈药集团中药板块整合的具体实施方案以
及整合原则，针对组织、营销、财务、人力、品牌、文化等方面整合内容制定了详尽的
策略和举措，同时并为保证整合成功提出了一系列保障措施，较全面的阐述了一个集团
化企业内部实施资源整合的步骤，具有一定现实和指导意义。

关键词：中药 资源整合 集团
Abstract
Harbin Pharmaceutical Group, as one of China's largest pharmaceutical manufacturer
groups, involves a total of seven industry segments, including antibiotics and chemotherapy
agents, non-prescription medicines and health food, traditional Chinese
medicine,bioengineering medicines, animal vaccines and veterinary drugs, and medicine
business. Its main revenue comes from the first three segments, however, traditional Chinese
medicine segment, not strong enough to play a supporting role, is still relatively weak, and it
is far beyond competitive in terms of scale, influence, and brand value.
In this paper, the traditional Chinese medicine segment of Harbin Pharmaceutical Group
is set as the subject of the study, and the development status was presented. A summary of
advantages and disadvantages of four sub companies were reviewed. Then, combined with the
well-known Chinese enterprises contrast, it was pointed out that the development of
traditional Chinese medicine segment of Harbin Pharmaceutical Group is neither able to
satisfy market demand, nor meet the market competition challenges, especially in the Group's
overall strategic level. Therefore, for the four sub companies, resource integration is
imperative, and it is also pointed out that M&A could be considered as a follow-up move
then.
In this paper, a theoretical study concerning resource integration was conducted, and
specific implementation plan on Harbin Pharmaceutical Group’s proposed integration of
traditional Chinese medicine segment was presented. new management ideas and initiatives
regarding the integration of human, financial, material, brand, channel, cultural and other
resources are proposed. Furthermore, to ensure a successful integration, guarantee measures
are proposed, a more comprehensive exposition of the resource integration implementation
with realistic significance within the Group is discussed.
Keywords: Traditional Chinese Medicine; Integration of Resources, Group