世界500强CEO访谈 第42期:强生集团韦尔登 内外创新兼修(3)

 　　So, I think that it is in the area of cost control. I think that it is in the area of regulatory—they are probably the two biggest. No matter where you look in the world, there are barriers that we have to overcome. This puts the onus 1 on the industry and this isn’t all bad. It puts the onus on us to do better work when we do our clinical trials, when we do our research and when we have full transparency and disclosure. I think that’s really important and I think that that comes from the ability of the regulatory bodies and the industry to work together. We’ve been advocates of strengthening the regulatory bodies, because the stronger they are in science, the stronger it will force us to be and the better it will be for patients. And, then with the cost side, we just have to be willing to step up. I think that the industry does support indigent 2 people. We’ve actually supported in Sub-Sahara Africa our HTV products; we’ve made them available there at very low prices. If there are indigent patients here in the United States, they just have to file a form with us or any other pharmaceutical 3 company and we will supply them with products free of charge if they qualify 4, which is a very low level to qualify. I think that we are doing all that we can, but we have to continue to do more.

　　所以，我认为它是存在于控制成本方面的。我认为这是在成本控制区，它们可能是两个最大的。世界上总是存在我们必须克服的障碍。这就将责任归到了工业方面，但这也不是没有好处的。有了这项责任，我们就会在临床试验时做得更好，做研究做得更好，让我们在完全的透明公开下做得更好。我觉得那很重要，要求监察当局和我们的产业方面共同合作共同努力。我们一直提倡加强监察当局的监察力度，因为他们在科学方面越强大，就会促进我们的产业越强大，那就对我们的病人越有利。至于花费方面，我们不得不加快脚步。我想，产业总是会给贫困的人们一些资助。我们曾经给撒哈拉以南的地区资助过HIV产品，并且以很低的价格出售。如果在美国也有贫困病人的话，他只用给我们或其他药品公司提交一个表格，如果他们有资格，我们也同样会免费为他们提供产品，我想我们一直在尽我们所能来做这些事情，我们也会继续做更多。
　　Reporter: Johnson and Johnson has operated in India for more than 50 years now. Recently, there was a big shake-up among drug companies there when the Japanese firm Daiichy Sankyo bought out Ranbaxy. What is your view on that deal and does it say anything about the state of the pharmaceutical industry in India?
　　记者：强生集团在印度已经经营了50多年的时间了。最近，你们的药物公司受到了日本Daiichy Sankyo公司收购Ranbaxy的巨大冲击，您对此的看法是什么呢？这能说明现在印度的制药工业所处的状态吗？
　　Weldon: I could be wrong on this but I think that about 70% of drugs dispensed 5 are generics 7, here in the United States today. There is a big opportunity in the generic 6 field because of large products going off patent. But, I think that if you are a research-based company, you need to really commit yourself to research. If you are a company committed to your employees, you need to make sure that they are treated appropriately and properly and there are costs associated with that. Each company has its own choices that it has to make. Personally, I think that if you have good research, if you understand the needs of patients and if you can deliver good products into the market, that is the most important thing to be doing and that is where we’ve committed ourselves so far. But that is not to say that we wouldn’t go into generics or other companies. I think that there is a big market emerging 8 and big opportunities in the future. Each company has its own business model that it thinks is the best; some may be both research-based and a generic company; others just research-based and others just generic-based. I think that it is an individual choice. But as the generic industry has evolved 9, it’s evolved into very good products. Many reputable companies are going there and feeling that that’s part of the model that they want to choose. So, I guess it’s just really a personal choice for the company.
　　韦尔登：也许我在这方面的看法不对，但是大约70%的配药都是现今在美国很常见的药物。由于很多药品都没有了专利，因而那些普通的药物能够给我们带来很好的机会。但是我想，如果你是一个以研究为主的公司，那你就应该全身心投入到研究中去；如果你的公司对雇员承担了一定的义务，那你就应该确保雇员得到了恰当的待遇，那就伴随着一定花费。每个公司都有其必须要作的决定。个人而言，如果你能够作出很好的研究，如果你了解病人的需求，如果你能够将很好的产品推广到市场上，那就是要做的最重要的事情，那也是至今我们致力于的方向。但是那并不是说我们就不会去处理一些其他公司的事情。我想，现在正有一个很大的市场在显现，将来也会有很大的机会。每个公司都会有自己认为做的最好的产业典 范，有些可能既是研究型又是通用型公司，有些可能只是研究型公司，也有些可能只是普通型公司。我想那是每个人作出的选择不同。但随着通用工业的演变，它会演变成非常好的产品。许多著名的公司到那里去，感觉那就是他们想要选择的模型中的一部分。所以我想，那只是个人为公司作出的一个选择。