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Roche is a very good company. In the more than 100 years since its founding in 1896, Roche has made three important jumps. I refer to these jumps as different versions of the medical industry, including Roche in the 2.0 era, Roche in the 3.0 era, and Roche in the 4.0 era.
When Roche started, he started his business with vitamins and made a large number of chemical drugs. He is a master of medical commercial operation. When I was at Skaglan, it was our strong opponent in chemistry.
In the past ten or twenty years, they first started interferon and entered biologics, then expanded into the cancer market, and finally entered the gene, diagnosis, and pharmaceuticals through the acquisition of a great genetic company such as Genentech. Inside the three-in-one business model, it has become a great company in the era of Medicine 3.0.
But in the last decade or so, that is, since 2000, after the launch of personalized medicine, Roche has seen a new leap, which I call Roche in the 4.0 era. Roche and Google, and the companies they acquired, have made large-scale acquisitions and developments in personalized medicine, especially around major diseases such as cancer.
First, it worked intensively with PatientsLikeMe, the largest social data sharing and analysis platform in the United States, and then joined Google in a platform for cancer electronic medical records and big data analysis.
At the same time, it acquired the second generation of genetic testing and big data leader, Foundation Medicine, for $1.2 billion. Foundation Medicine is a leading company for cancer personalized treatment for Jobs diagnosis.
Roche, a pharmaceutical group that has been ranked more than a dozen in the world, has become a leader in the medical 4.0 era through triple jump. How do we view China's medical investors and the Chinese medical industry's triple jump like Roche? How can I complete a triple jump? Another question is, how do we invest in the process of upgrading and upgrading such an industry? How do we find those great companies that can complete the triple jump?
From medical 2.0 to 4.0
First of all, let me introduce myself. I am not a scientist, not a clinical expert. I studied for a master's degree in civil engineering at the University of Toronto and later studied for an MBA. Therefore, my understanding of medical care can only be analyzed from the perspectives of marketing, investment, and industrial structure evolution. I can't answer some professional questions.
I was the first Chinese consultant to join McKinsey & Company in 1994. My main major in McKinsey is the management consulting in the medical industry. During this period, I served Johnson & Johnson for a long time, including his Chinese strategy and strategic layout of medical devices.
After leaving Johnson & Johnson, he began to work in China and the United States, Shike, as the marketing manager of China, and then the vice president of Glaxo China, and later served as a consultant to serve more than a dozen companies. In this process, I felt the strategy of China's medical industry, stepping forward step by step, and connecting with the world. But in many places, it has not come. Unlike other industries, China has become the world's leading country, but the medical industry is not like this.
I have invested in medical care since I started in 2001. The earliest companies I invested in include Huaying Biological (which is the beauty mask) listed in Hong Kong.
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