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My Impression on ~apanese Pharmaceutical Companies, Especially R&D Activities
Dr. Elmar Konz
Hoechst Japan Ltd.
As a scientist being active in pharmaceutical research and development, 1 am convinced that
the R&D activity for new drugs is undoubtedly the key to improve earnings and growth of
pharmaceutical manufactures. It was a very challenging opportunity for me to take over the
research and development activities of Hoechst Japan nearly six years ago. The Japanese
pharmaceutical market is the world's second biggest market (21.5% of the world market in
1989) and for any pharmaceutical company striving for a global presence, the three main blocks
of Northern America, Western Europe and Japan are the clear priorities (together they
represent 85% of the free world's market).
At first, 1 would like to look at the history of Pharma Research Laboratories of Hoechst Japan
shortly, because 1 think that the history reflects the intention of German manager in Hoechst
to the Japanese pharmaceutical industry.
After being of active business in J apan already for some time, Hoechst decided in 1966 to build
and subsequently expand modern R&D Laboratories in Kawagoe under the own control. This
was done at a time when restriction of a foreign ownership were relaxed and patent protection
was strengthened. These facilities now have a research group, which has been experienced and
knowledge in all development-related matters
This was the only way to satisfy the regulations regarding domestically conducted pre-clinical
and clinical trials required by the government for medical products manufactured, sold and
used in J apan. Until 1981 , the main task for Laboratory has been the development work for
introduction of new compounds from Hoechst related companies into J apan. In 1981 , Basic
research activities were established on purpose of developing the Hoechst Japan originated
compounds and techniques using the biotechnological approach. Hoechst Japan has concenュ
trated the basic research manpower in selected areas, which have a great need for new
therapeutical approaches and a huge market expectation especially because of the rapidly
aging Japanese society. International collaboration networks have been established with the
leading role centered in Hoechst J apan Limited
Today the formation of the world-wide R&D network , based on the tripolar strategy among
Europe, US and J apan integrates the J apanese ingenuity to increase Hoechst R&D activity
Creativity is paired with endurance and perfectionalism. This leads to u
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On the other hand , Japan does not have such a long history of R&D activities in pharmaceutical
field. Actually prior to 1960 there was no domestic pharmaceutical R&D in Japan; the Japanese
companies sold mostly vitamines and a chinese medicines besides products licensed in from
abroad. During these time, the western pharmaceutical companies lived on guaranteed returns
from their licensed compounds. Japan was one of the important countries for marketing but not
as R&D center
1n the 1970's and early 1980's the pharmaceutical companies experienced the golden age of
pharmaceuticals in Japan. The all encompassing health care system offered few restrictions to
drug prescribing and the market grew phenomenally. During this period, the Japanese com.
panies built up the backbone for their own discovery power to create innovative pharmaceuti
cals. Almost 400 new chemical entities were approved in Japan in the period 1980- 1989 ,
165 (42%) stemed from ] apanese laboratories. This is even more impressive if one considers
that most of the compounds which were approved in 1980's was discovered already in the 70'
s. The trend is continuing and therefore we have to regard ]apan as an important R&D center.
1 think that the success of ]apanese pharmaceutical industry in such a short term depends on
the following ]apanese special environment and background.
The first thing is the high-quality education throughout the nation. Since most of the people are
at the level of more than high school graduates, Japanese companies can easily hire many
people at higher educational level compared to the companies in other countries. The second is
the ] apanese mind 邸、 team playerぺ
Generally speaking, a group activity tends to be regarded as more important than any talented
individual activities in Japan.
The internal communication and bottom-up decision are respected in a consensus society like
Japan. Once a decision is made by concerned people through multi-negotiation steps, those
people can pay all their efforts to attain their targets which are clearly defined
There are the other circumstances for supporting such Japanese team play mind. 1n the western
countries, the researcher and technician are clearly distinguished in the laboratory, but the
clarification of the researcher and technician is very difficult in Japan. The sense of 、we all
scientists" leads to the strong mind of team play. 1 was afraid that the 、excess
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…_.._..・・・・・・・・・・・-・・…-・・・・……一一........ー..・…・…・・・・・・・・・・・.._.・-…・・ 一-ー… ...ー・・・…・・・ ・・・・・・…-・4・・・・ ....ー・・・・・…・..ー
brewery companies into pharmaceutical field. The NHI price reductions have hurt all comュ
panies over the decades. If one sets the price index in 1979 equal to 100 the index in 1990 is less
than 50. This has forced to eliminate many low price pharmaceuticals out of the market and
has reduced the life span of others considerably. The ]apanese companies have recognized very
quickly that continuous development and successful introductions of new pharmaceuticals are
the only way to increase profitability and to survive. This is supported by the MHW with one
of the fastest , most efficient regurating process in the world
The effective and aggressive R&D business being made by new comers is in intensifying
competition. Their efforts are so far limited to drug discovery with licensing partners for
development. One strong focus area is the biotechnology field and especially molecular biology.
1 would like to mention other characteristics of ]apanese R&D of pharmaceutical companies.
The most characteristic thing is the relationship of the company with the university.
Some company researchers are sent to universities or research institutes not only to learn new
techniques/knowledges but also to make a new/good connection with doctors or professors.
Because ]apanese companies traditionally recruit most of their staff directly from university,
keeping a good relationship with the professors over a long period is essential for researchュ
based companies in order to get good graduates recommended by them.
And one more characteristic thing about the relationship is the ホConfidence Societyヘ which
was one of the difficult things for me to make German managers understand. When company
collaborates with the university, more activities possibly proceed in reciprocal confidence
among persons/organizations concerned (without signing any contract or agreement) , which
is an unbelievable thing for us living in the Contract Society of western countries.
Whether our R&D activities as the foreign affiliates in ]apan will result in success depends on
whether we can introduce the unique or characteristic R&D activities based on the global
strategy of Hoechst through ]apanese scientists under the harmonized ]apanese and German
management methods. This will also be determined by the increasing difficulties in recruiting
high quality graduates in the future. To attract high caliber scientists the company has t
Date of Birth : March 3 , 1944
Place of Birth : Ingelheim, Germany
1966-1970 : Diploma & Promotion Thesis with Prof. R. Huisgen , Munchen
1970-1973: Post-doctoral Fellow with Prof. R. Huisgen , Prof. E. E. van Tamelen, Prof. R. B. Woodward and
Prof. S. Hunig
1974 : Joined Hoechst AG
1989-date : Managing Director, Head of Pharma Research Laboratories and Division Manager of Pharma
Production Division
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