Azilsartan Kamedoxomil

12月11日，云顶新耀宣布与海森生物签署两项战略合作协议，其一是6款成熟产品的商业化服务协议；其二是正在研发的PCSK9抑制剂“莱达西贝普”后续大中华区的开发、注册、商业化独家许可协议。 经查，海森生物和云顶新耀背后均是康桥资本操控，此次合作可理解为左右手互助。 先看商业化合作的六款成熟产品，全都是海森生物这些年从各个外资手上收购的原研药，分别是： 罗氏的头孢曲松钠“罗氏芬”、 默克的生长抑素“思他宁”，还有四款来自武田的乌拉地尔“亚宁定”、伏格列波糖“倍欣”、美阿沙坦“易达比”、坎地沙坦“必洛斯”。 除了易达比，其余均已被纳入国采，原研失标，美阿沙坦目前也已达国采家数。 不过虽然如此，但这几款产品均在国内上市多年，品牌知名度都很高，即便错失集采，直至今日依旧能卖出不低的量。 从最有名的罗氏芬（头孢曲松钠）看，品种1991年就在国内上市，销售巅峰超40亿。在被国采之前，即使有上百家企业参与竞争，依旧无任何品牌能挑战罗氏芬的地位，罗氏芬常年占据40%以上市场，国采之后，品种销售额腰斩，但罗氏芬的市场占比仍旧高达30%。 2024年，罗氏芬在全终端销售额仍接近8亿。 1993年默克的注射用生长抑素(思他宁)获批在国内上市，至今已三十年的使用历史。生长抑素其实是一种多功能肽类激素，临床上具备“万金油”属性，市场一直很好，巅峰时市场接近三十亿，国采后市场腰斩至十亿左右，集采之后默克就直接将思他宁转给了海森生物。 思他宁的市场相当坚挺，2024年依旧有接近5亿的市场，占据近一半市场份额。 剩下武田的四款产品，收购时间就更早，是海森生物创立后收购的第一批原研产品。2022年3月，海森生物正式以2.3亿完成对武田心血管及代谢领域的五款产品收购，其中除了云顶新耀合作的亚宁定、倍欣、易达比、必洛斯之外，还有一款盐酸吡格列酮片（艾可拓），艾可拓因致膀胱癌风险，存在一定市场争议。 海森生物收购武田的这几款产品至今销售情况依然很好，除了早在第二批就被集采的必洛斯，原研基本都还占据着主导地位。 亚宁定24年院内销售额6亿多，市场占比超70%；倍欣24年全终端销售额近1.5亿，市场占比超30%。易达比相对上市较晚，但市场增速很快，预计今年可以破亿，而且这个品种竞争较小，目前在售的仅海森生物和北京福元两家，易达比市场接近99%。 综上，这几款原研产品的市场潜力尚在，患者基数庞大，上市多年销售稳定，云顶新耀的选择并不足为奇。 纵观这六款成熟品种，覆盖了急重症、心血管、代谢三大领域，与云顶新耀现有管线高度协同。 心血管、代谢疾病与肾病同属慢病，在科室和使用人群上有重叠，耐赋康开拓出的院内资源可共用，急重症领域又是另一批使用人群，可以与云顶新耀现有的新抗生素形成互补。 因此云顶新耀无需显著增加成本，利用现有渠道就能创造增量。 与此同时，成熟产品拓展还可以为自家新产品推广赋能。 众所周知，目前云顶新耀的王牌品种是耐赋康，仅凭9个月就完成了10亿的销售，相当夸张，可见云顶新耀商业化能力很强。 然而除耐赋康之外，目前云顶新耀实现商业化的产品就仅有一款感染性疾病线产品依拉环素，上市时间早于耐赋康，销售额却低于耐赋康，上半年销售额1.43亿元。国内医生习惯用头孢类抗生素依拉环素不甚了解，而罗氏芬就是大名鼎鼎的三代头孢，罗氏芬商业化途中可同步推广依拉环素。 而此次引进的莱达西贝普也是同理，云顶新耀之前的管线里恰恰缺少了兵家必争之地心血管线，易达比、必洛斯和新药莱达西贝普都是为了补足心血管线，易达比和必洛斯虽然已没有当年的市场，但知名度依旧，一定程度上可以给新产品莱达西贝普铺路。 莱达西贝普由美国LIB Therapeutics研发，是一款新型小分子蛋白结合的第三代PCSK9抑制剂。莱达西贝普经开发为更贴近患者需求、更加便捷的每月一针、单次小体积皮下注射制剂，居家旅行皆可方便储存或携带。 莱达西贝普的临床数据相当优秀，头对头临床试验（莱达西贝普vs英克司兰）LIBerate-VI研究已取得优效结果 (P=0.0319)，英克司兰是全球首款也是唯一一款siRNA降脂药物，未纳入医保时上市四个季度就破了十亿，属于超级大品种。 就在今日，云顶新耀宣布莱达西贝普已获FDA批准上市，EMA正处于审批中，计划2026年上半年于大中华区递交BLA。 莱达西贝普在中国的专利独占期至2039年，具备巨大商业化潜力，不枉费云顶新耀预计花费24亿得到莱达西贝普的独家授权。 近期云顶新耀还发布了2030战略，明确到2030年公司将形成20+临床管线梯队，20+高潜力商业化品种，实现150亿元以上的收入规模，可见其野心。 总之，这二者属于强强结合，海森生物负责成熟产品的购入和创新药的前期孵化，云顶新耀负责后期推广和商业化，互惠互利。 参考：MedTrend医趋势、氨基观察、云顶新耀官方公众号 ↓⭐关注药通社，洞见行业趋势↓ 投稿/企业合作/内容沟通： 药通社总编—华籍美人（Ww_150525） *添加请注明备注及来意

本文来自DrugPatentWatch 2025年11月15日的文章，中文来自豆包的翻译，并经过初步校对。 https://www.drugpatentwatch.com/blog/breaking-into-the-russian-pharmaceutical-market-opportunities-and-challenges/ Breaking into the Russian Pharmaceutical Market: Opportunities and Challenges 进军俄罗斯医药市场：机遇与挑战 Executive Summary: The Russian Pharma Paradox – A Market of Contradictions 执行摘要：俄罗斯医药市场悖论 —— 一个充满矛盾的市场 The Russian pharmaceutical market presents a formidable paradox to the global life sciences industry. It is a landscape of profound contradictions: a vast and growing market in its local currency, propelled by significant state investment and pressing public health needs, yet simultaneously cordoned off by geopolitical pressures, laden with intellectual property risks, and governed by an unwavering state doctrine of “technological sovereignty.” For any international firm, investor, or advisor contemplating entry or expansion, understanding this paradox is not merely an academic exercise—it is the fundamental prerequisite for survival and success. 俄罗斯医药市场对全球生命科学行业而言，是一个极具挑战性的悖论。这是一片充满深刻矛盾的市场：以本币计价，它规模庞大且持续增长，背后有大量国家投资和迫切的公共卫生需求作为驱动力；但与此同时，它又因地缘政治压力而被孤立，充斥着知识产权风险，且受国家 “技术主权” 这一坚定政策的管控。对于任何考虑进入或拓展该市场的国际企业、投资者或顾问而言，理解这一悖论绝非纯学术研究，而是生存与成功的根本前提。 The top-line numbers paint a bifurcated picture that is essential to grasp from the outset. In 2024, the market’s total value surged to an impressive 2.85 trillion roubles, marking a robust 10% increase over the previous year. Projections suggest this trajectory will continue, potentially exceeding 3.2 trillion roubles in the near term. However, when viewed through the lens of international currencies, this growth evaporates. In U.S. dollar terms, the market remained entirely flat at $30.9 billion, identical to 2023, while in euros, it experienced a slight contraction of 0.5% to 28.4 billion euros. 核心数据从一开始就勾勒出一幅分化的图景，这一点至关重要。2024 年，该市场总规模飙升至可观的 2.85 万亿卢布，较前一年实现了 10% 的强劲增长。预测显示这一增长态势将持续，短期内有望突破 3.2 万亿卢布。但以国际货币计价时，这种增长便荡然无存。以美元计算，市场规模与 2023 年持平，维持在 309 亿美元；以欧元计算，甚至还微降 0.5%，降至 284 亿欧元。 This divergence is the single most important strategic data point for any external stakeholder. It signals far more than currency volatility; it represents a deliberate, state-engineered de-linking of the Russian pharmaceutical sector’s value from Western economic benchmarks. The state is actively cultivating an insulated ecosystem where value is created, measured, and reinvested in roubles, and where strategic alignment with national priorities trumps global market share. Companies that continue to measure their Russian success solely by the yardstick of repatriated U.S. dollar revenue will fundamentally misread the market and its opportunities. 这种差异对所有外部利益相关者而言，是最重要的战略数据。它所反映的远不止货币波动，更体现了国家刻意推动的俄罗斯医药行业价值与西方经济基准的脱钩。俄罗斯政府正积极构建一个封闭的生态系统，在这个系统内，价值的创造、衡量与再投资均以卢布进行，且与国家优先战略的契合程度，远比全球市场份额更为重要。若企业仍单纯以汇回的美元收入来衡量在俄业务的成败，必将从根本上误判该市场及其蕴藏的机遇。 The core thesis of this report is that success in Russia is no longer a game of traditional market penetration. The old models of simple import-and-sell are obsolete. Today, the path to profitability is one of strategic alignment with the state’s ambitious “Pharma-2030” strategy. This is not a mere policy document; it is a declaration of economic and strategic intent aimed at achieving near-total self-sufficiency in critical medicines. In this new reality, localization is not an option—it is the non-negotiable price of admission. The pivotal question for any prospective entrant is no longer simply, “Can we sell our products in Russia?” but rather, “Can our business model, our technology, and our portfolio align with Russia’s national security objectives in healthcare?” This report provides the detailed, data-driven framework necessary to answer that question. 本报告的核心论点是，在俄罗斯市场的成功已不再是传统的市场渗透游戏。单纯 “进口 - 销售” 的老旧模式早已过时。如今，实现盈利的路径在于与俄罗斯宏大的《2030 年医药产业发展战略》（简称 “Pharma-2030”）达成战略契合。这绝非一份普通的政策文件，而是一份旨在实现关键药品近乎完全自给自足的经济与战略宣言。在新的市场现实下，本土化并非可选项，而是进入市场的硬性门槛。对于潜在进入者而言，核心问题已不再是 “我们能否在俄罗斯销售产品”，而是 “我们的商业模式、技术和产品组合，能否契合俄罗斯医疗领域的国家安全目标？” 本报告将提供详尽、数据驱动的框架，助力解答这一关键问题。 Deconstructing the Market Landscape: A Tale of Two Segments 解构市场格局：两大板块的分野 To formulate a viable strategy, one must first dissect the intricate anatomy of the Russian pharmaceutical market. It is not a monolithic entity but a complex system composed of distinct segments, each with its own drivers, regulations, and growth dynamics. Understanding where capital is flowing, what influences purchasing decisions, and how the product mix is evolving is critical to identifying genuine opportunities and avoiding costly missteps. The market is fundamentally split between a dynamic, consumer-driven commercial segment and a state-controlled public procurement segment, each demanding a unique strategic approach. 要制定可行的战略，首先必须剖析俄罗斯医药市场的复杂结构。它并非一个单一整体，而是由多个独立板块构成的复杂系统，每个板块都有其独特的驱动因素、监管规则和增长态势。厘清资本流向、采购决策影响因素以及产品结构的演变趋势，是识别真正机遇、规避重大失误的关键。该市场从本质上可分为两大板块：活力十足的消费驱动型商业零售板块，以及政府管控的公共采购板块，二者分别需要差异化的战略应对。 Market Size and Growth Trajectory: The Rouble vs. Dollar Reality 市场规模与增长轨迹：卢布与美元的双重现实 The headline figures of the Russian pharmaceutical market demand careful interpretation. The market’s valuation reached 2.85 trillion roubles in 2024, a solid 10% increase over 2023, with some forecasts predicting it could reach 3.2 trillion roubles in the near future. This local-currency growth is substantial and indicates a vibrant internal economy for medicines. However, this narrative of expansion is heavily shaped by local economic factors, most notably a high drug inflation rate, which stood at 7.8% in 2024. This means a significant portion of the market’s value growth is attributable to rising prices rather than purely to increased volume or the introduction of innovative therapies. 俄罗斯医药市场的核心数据需审慎解读。2024 年市场规模达 2.85 万亿卢布，较 2023 年稳健增长 10%，部分预测显示短期内有望突破 3.2 万亿卢布。以本币计价的增长规模可观，表明其国内医药消费市场充满活力。但这种增长态势深受本土经济因素影响，尤其是 2024 年高达 7.8% 的药品通胀率。这意味着市场价值的增长，很大一部分源于价格上涨，而非单纯的销量提升或创新疗法的落地。 When this rouble-denominated growth is translated into hard currencies, the picture changes dramatically. The market’s value in U.S. dollars held steady at $30.9 billion in 2024, showing zero growth from the previous year, while its value in euros actually decreased by 0.5% to 28.4 billion euros. Forecasts for 2025 reflect this volatility, with projections ranging from $24.5 billion to $25 billion, numbers that are heavily dependent on fluctuating exchange rates. 一旦换算为硬通货，市场图景便发生剧变。2024 年以美元计价的市场规模维持在 309 亿美元，与上年持平；以欧元计价则微降 0.5% 至 284 亿欧元。2025 年的市场预测也体现出这种波动性，规模预计在 245 亿至 250 亿美元之间，具体数值高度依赖汇率波动。 This dynamic creates a complex strategic challenge. The state exercises stringent price controls over medicines included on the Vital and Essential Drugs List (EDL), which form the backbone of the government procurement system. In a high-inflation environment, this means that margins on high-volume, state-purchased drugs are perpetually under pressure. Growth in the state segment is therefore driven primarily by increased purchasing volume or the inclusion of new, higher-cost innovative treatments, not by price hikes on existing EDL products. This reality pushes the real opportunity for profitable growth toward the less-regulated commercial retail segment or into the development of innovative, non-EDL products that can command premium prices. Consequently, effective portfolio management—balancing high-volume, low-margin state-tender products with higher-margin commercial offerings—is paramount to financial success. 这一市场动态带来了复杂的战略挑战。俄罗斯政府对纳入《必需药品清单》（EDL）的药品实施严格的价格管控，这类药品是政府采购体系的核心。在高通胀环境下，这意味着大批量政府采购药品的利润空间持续承压。因此，公共采购板块的增长主要依赖采购量的提升，或新增高成本创新疗法的纳入，而非现有 EDL 药品的提价。这一现实使得盈利增长的真正机遇，转向监管较宽松的商业零售板块，或是开发可溢价销售的非 EDL 创新产品。因此，有效的产品组合管理 —— 平衡大批量低利润的政府招标产品与高利润的商业渠道产品 —— 是实现财务成功的关键。 Segment Deep Dive: The Commercial Engine vs. The State Mandate 板块深度解析：商业引擎与政府指令 The Russian pharmaceutical market is best understood as two distinct, albeit interconnected, ecosystems: the commercially-driven retail sector and the policy-driven public procurement sector. 俄罗斯医药市场可被清晰划分为两个既相互关联又各自独立的生态系统：商业驱动的零售板块和政策驱动的公共采购板块。 The Commercial (Retail) Segment 商业（零售）板块 This is currently the larger and more vibrant part of the market. In 2024, the commercial segment was valued at 1.635 trillion roubles, having surged by an impressive 13.8% from the previous year. This growth was fueled by a combination of price inflation and a return to more typical seasonal purchasing patterns following the disruptions of the pandemic. While prescription drug consumption remained stable, sales of over-the-counter (OTC) products saw significant spikes, particularly during the cold and flu season. 该板块是目前市场规模更大、活力更足的部分。2024 年，商业零售板块规模达 1.635 万亿卢布，同比大幅增长 13.8%。这一增长得益于价格通胀，以及疫情后消费回归常规季节性模式的双重推动。处方药消费保持稳定，而非处方药（OTC）销量则显著激增，尤其是在流感季期间。 A particularly noteworthy sub-segment is e-commerce, which has become a major force in the retail landscape. In 2024, online pharmacy sales reached 283 billion roubles, capturing a significant 14% of the total pharmacy market. This channel is dominated by a few key players, with the online service Apteka.ru commanding a formidable 32% market share. The rise of e-commerce offers a more direct channel to consumers, but it also requires a sophisticated digital marketing and logistics strategy. 一个尤为值得关注的子板块是医药电商，其已成为零售市场的主力军。2024 年，线上药店销售额达 2830 亿卢布，占整个医药零售市场的 14%。该渠道由少数头部企业主导，其中Apteka.ru的市场份额高达 32%，优势显著。电商的崛起为企业提供了更直接的触达消费者的渠道，但同时也要求企业具备成熟的数字营销和物流策略。 The Public Procurement (State) Segment 公共采购（政府）板块 Constituting between 33% and 36% of the total market value, the public procurement segment is the primary instrument through which the government enacts its healthcare policy. This sector encompasses all state-funded purchases of medicines for hospitals and for various preferential drug provision (PDP) programs that supply subsidized medicines to specific patient populations. 公共采购板块占市场总规模的 33%-36%，是俄罗斯政府落实医疗政策的核心工具。该板块涵盖所有政府为医院采购药品的支出，以及面向特定患者群体的各类优惠供药（PDP）项目的补贴药品采购。 While the commercial sector drove overall market growth in 2024, the state segment is showing renewed momentum. In the first quarter of 2025, government procurement of medicines grew by a remarkable 15% year-over-year, reaching 261 billion roubles. This growth significantly outpaced the 8.4% expansion of the broader pharmacy market during the same period. This surge indicates a renewed government focus on stocking hospitals and funding reimbursement programs, making this segment a critical battleground. It is within this state-controlled arena that the government’s import substitution policies, such as the “Third Wheel” rule, are most rigorously applied, making localization an essential prerequisite for participation. 尽管 2024 年整体市场增长由商业板块驱动，但公共采购板块正重拾增长势头。2025 年一季度，政府药品采购额同比大幅增长 15%，达到 2610 亿卢布，远超同期整个医药市场 8.4% 的增速。这一激增表明政府正重新聚焦于医院药品储备和报销项目资金投入，使得该板块成为关键的竞争战场。正是在这一政府管控领域，“第三方准入” 等进口替代政策得到最严格的执行，本土化也因此成为企业参与市场的必备前提。 Product Mix Analysis: The Dominance of Generics and Rise of Biosimilars 产品结构分析：仿制药的主导地位与生物类似药的崛起 The composition of products sold in Russia reflects both the population’s needs and the government’s cost-containment priorities. 俄罗斯市场的产品结构，既反映了民众的医疗需求，也体现了政府的成本控制优先级。 Prescription (Rx) vs. Over-the-Counter (OTC): The market is heavily weighted towards prescription drugs, which accounted for 63.3% of sales by value in recent years. The OTC segment, while smaller at approximately 36.7%, is highly dynamic and responsive to consumer marketing and seasonal health trends. 处方药（Rx）与非处方药（OTC）：市场整体向处方药倾斜，近年来处方药销售额占比达 63.3%。非处方药板块规模较小，约占 36.7%，但市场活力强劲，对消费者营销和季节性健康趋势的响应极为敏锐。 Generics as the Foundation: Generics are the bedrock of the Russian pharmaceutical market. They represent a staggering 68.4% of all prescription sales by value, with their share by volume being even higher. This preference is driven by both government incentives aimed at reducing healthcare spending and a population that is highly price-sensitive. The Russian generics market is on a strong growth trajectory, with a projected compound annual growth rate (CAGR) of 9.1%, expected to reach a value of $14.3 billion by 2028. 仿制药为市场基石：仿制药是俄罗斯医药市场的核心支柱，其处方药销售额占比高达 68.4%，销量占比则更高。这一市场偏好源于政府降低医疗支出的政策激励，以及民众高度的价格敏感性。俄罗斯仿制药市场增长势头强劲，预计 2028 年将以 9.1% 的复合年增长率增至 143 亿美元规模。 The Import Value-Volume Paradox: A critical feature of the market is the disparity between the value and volume of imported versus domestic drugs. In 2023, imported medicines accounted for 54.9% of the market’s value but only 31.4% of its volume in packages. Conversely, domestically produced or localized drugs made up 68.6% of the volume but only 45.1% of the value. This clearly illustrates Russia’s continued reliance on high-priced, innovative patented drugs from foreign manufacturers, even as its domestic industry churns out the vast majority of the pills consumed in the country. This very imbalance is what the “Pharma-2030” strategy is designed to correct. 进口药品的价值 - 销量悖论：该市场的一个关键特征是进口药与国产药在价值和销量上的失衡。2023 年，进口药占市场价值的 54.9%，但仅占包装销量的 31.4%；相反，国产或本土化药品占销量的 68.6%，但仅占市场价值的 45.1%。这一数据清晰表明，尽管俄罗斯本土药企生产了国内绝大部分的药品用量，但其仍高度依赖外资企业的高价创新专利药。而《Pharma-2030》战略的核心目标，正是纠正这一失衡。 Biosimilars: The Next Frontier: Within the generics space, biosimilars are identified as the most lucrative and fastest-growing segment. This growth is fueled by a confluence of factors: a government eager to find cheaper alternatives to expensive biologics, the expiration of patents on major biologic drugs, and the advanced R&D capabilities of domestic leaders like BIOCAD, which specialize in developing and manufacturing high-quality biologics. 生物类似药：下一个蓝海市场：在仿制药领域，生物类似药被视为利润最高、增长最快的子板块。其增长得益于多重因素：政府迫切寻求高价生物药的低价替代方案、多款核心生物药专利到期，以及 BIOCAD 等本土龙头企业已具备先进的生物药研发与高质量生产能力。 Dominant Therapeutic Areas: Where Need Meets Opportunity 核心治疗领域：需求与机遇的交汇点 The primary drivers of pharmaceutical demand in Russia are rooted in the country’s most pressing public health challenges, particularly the high prevalence of noncommunicable diseases. Demographic factors, including an aging population and lifestyle issues such as high rates of smoking and alcohol consumption, sustain strong demand in several key therapeutic areas. 俄罗斯医药需求的核心驱动力，源于该国最紧迫的公共卫生挑战，尤其是高发的非传染性疾病。人口老龄化、高吸烟率和高饮酒率等生活方式问题，共同支撑了多个核心治疗领域的旺盛需求。 Cardiovascular Diseases: As a leading cause of mortality in Russia, this area commands a massive share of the pharmaceutical market. This is starkly evident in the list of best-selling drugs. In 2024, the top two products were cardiovascular therapies: Bayer’s anticoagulant “Xarelto” (rivaroxaban), with sales of 18.08 billion roubles, and Pfizer’s “Elikvis” (apixaban), with sales of 18.02 billion roubles. 心血管疾病：作为俄罗斯的首要致死病因，该领域占据了医药市场的巨大份额，这一点在畅销药榜单上体现得尤为明显。2024 年，销量前两位的药品均为心血管治疗药物：拜耳的抗凝药 “利伐沙班”（Xarelto）销售额达 180.8 亿卢布，辉瑞的 “阿哌沙班”（Elikvis）销售额达 180.2 亿卢布。 Oncology: Cancer treatment is a major national priority and a key focus of the “Health System” national project. It is also a strategic focus for Russia’s most innovative domestic companies, including BIOCAD and R-Pharm, which are actively developing both biosimilar and original oncology drugs. 肿瘤领域：癌症治疗是俄罗斯的国家级重点事项，也是 “医疗体系” 国家项目的核心板块。同时，该领域也是 BIOCAD、R-Pharm 等本土创新药企的战略重点，这些企业正积极布局生物类似药和原创肿瘤药的研发。 Immunology and Antivirals: This broad category, excluding HIV treatments, represents another significant area of spending. Sales of antiviral drugs grew by 21% in monetary terms in the first quarter of 2025. 免疫学与抗病毒药物：除艾滋病治疗药物外，这一广谱品类是另一大重要支出领域。2025 年一季度，抗病毒药物销售额同比增长 21%。 Other High-Priority Areas: Other diseases driving significant demand include HIV, diabetes, respiratory illnesses, and neurological disorders. 其他高优先级领域：其他拉动大量需求的疾病还包括艾滋病、糖尿病、呼吸系统疾病和神经系统疾病。 An analysis of the top-10 best-selling drugs in 2024 provides a clear strategic roadmap for any company looking at the Russian market. Of the ten leading products by sales value, eight were produced by foreign companies. These specific products—including Xarelto, Elikvis, Nurofen, Edarbi, and Detralex—represent both a vulnerability for their parent companies and a prime opportunity for domestic manufacturers. This list effectively serves as a “hit list” for the government’s import substitution and localization efforts. Foreign patent holders for these blockbuster drugs face immense and growing pressure to localize their production, while Russian generic and biosimilar firms see a clear and lucrative pipeline for future development. 对 2024 年十大畅销药的分析，为所有布局俄罗斯市场的企业提供了清晰的战略蓝图。在销售额前十的药品中，有八种由外资企业生产。这些药品（包括利伐沙班、阿哌沙班、布洛芬、依达比星、地奥司明等）对其原研企业而言是潜在短板，对本土药企则是绝佳机遇。这份榜单也成了政府推进进口替代和本土化的 “重点清单”。这些重磅药物的外资专利持有者正面临日益增大的本土化压力，而俄罗斯仿制药和生物类似药企则看到了清晰且利润丰厚的未来发展管线。 The “Pharma-2030” Strategy: The State as the Ultimate Stakeholder 《Pharma-2030》战略：政府为核心利益相关方 It is impossible to overstate the importance of the “Strategy for the Development of the Pharmaceutical Industry until 2030,” commonly known as “Pharma-2030.” This is not merely a set of policy guidelines; it is the central organizing principle of the entire Russian pharmaceutical ecosystem. For any company operating in or considering entry into Russia, this strategy document is the master playbook. It outlines the government’s non-negotiable objectives, dictates the flow of state investment, and defines the rules of engagement for all market participants. Understanding its tenets is fundamental to aligning any business strategy with the political and economic realities of the market. 《2030 年医药产业发展战略》（简称 “Pharma-2030”）的重要性再怎么强调都不为过。它绝非一套普通的政策指引，而是整个俄罗斯医药生态系统的核心组织原则。对于所有在俄经营或计划进入俄罗斯市场的企业而言，这份战略文件是 “核心手册”。它明确了政府的硬性目标，主导了国家投资流向，并为所有市场参与者设定了竞争规则。理解其核心要义，是企业战略契合市场政治与经济现实的根本前提。 From “Pharma-2020” to “Pharma-2030”: The Evolution of a Doctrine 从《Pharma-2020》到《Pharma-2030》：政策理念的演进 The “Pharma-2030” strategy is the successor to the highly influential “Pharma-2020” program, which was launched in 2009. The earlier strategy was remarkably successful in its primary goal of kick-starting domestic production and reducing the country’s overwhelming reliance on imports. It aimed to increase the share of domestically produced medicines to 75% of all drugs sold by 2020. While that ambitious target was not fully met, the program was a powerful catalyst. By 2024, the share of domestic drugs in the Russian market had exceeded 64% in volume, a dramatic increase from the 28.5% level before the strategy’s implementation. 《Pharma-2030》是 2009 年推出的极具影响力的《Pharma-2020》的继任战略。早期的《Pharma-2020》在启动本土生产、降低对进口药品过度依赖这一核心目标上成效显著。其原定目标是到 2020 年将国产药品的市场占比提升至 75%，尽管这一宏大目标未完全达成，但该计划成为了强有力的市场催化剂。截至 2024 年，俄罗斯国产药品的销量占比已突破 64%，较战略实施前的 28.5% 实现了大幅跃升。 “Pharma-2030,” approved by the government in 2022, represents not just a continuation but a significant escalation of this doctrine. The focus has shifted from simple import substitution (e.g., local packaging of foreign-made drugs) to a more profound and challenging goal: achieving technological sovereignty. The driving force behind this shift is national security. The government views over-reliance on foreign pharmaceuticals, especially from “unfriendly” countries, as a critical strategic vulnerability that must be eliminated. As Russian Minister of Health Mikhail Murashko has stated, “Drug security and providing citizens with affordable, effective, and high-quality medicines is a top priority of our work”. 2022 年获批的《Pharma-2030》，不仅是对前战略的延续，更是政策理念的重大升级。其核心已从简单的进口替代（如对进口药品进行本土分装），转向更深远且艰巨的目标 —— 实现 “技术主权”。这一转变的核心驱动力是国家安全，俄罗斯政府将对外国药品（尤其是 “不友好国家” 药品）的过度依赖视为必须消除的重大战略隐患。正如俄罗斯卫生部长米哈伊尔-穆拉什科所言：“药品安全及为民众提供可负担、高效、优质的药品，是我们工作的重中之重。” The Three Pillars of Pharmaceutical Sovereignty 医药主权的三大支柱 The “Pharma-2030” strategy is built upon three core pillars, each with ambitious and explicit targets that are reshaping the competitive landscape. 《Pharma-2030》战略构建于三大核心支柱之上，每个支柱都设定了宏大且明确的目标，正深刻重塑市场竞争格局。 Pillar 1: Aggressive Import Substitution and Full-Cycle Localization 支柱一：强力进口替代与全周期本土化 The strategy moves beyond simply increasing the volume of drugs produced domestically. The new emphasis is on “full-cycle” production, meaning that all stages of manufacturing, from the synthesis of the active substance to the final dosage form, must occur within Russia or the Eurasian Economic Union (EAEU). The targets are aggressive and clear: 该战略超越了单纯提升本土药品产量的范畴，新的核心是 “全周期” 生产，即从活性药物成分（API）合成到最终制剂的全生产流程，均需在俄罗斯或欧亚经济联盟（EAEU）境内完成。其目标明确且极具挑战性： The overall share of Russian-made drugs in the domestic market, measured by value, must increase to almost 70% by 2030. 到 2030 年，国产药品的市场价值占比需提升至近 70%。 For medicines on the government’s list of strategically important drugs, the target for full-cycle local production is 90% by 2030. 到 2030 年，政府认定的战略重要药品的全周期本土化生产占比需达到 90%。 Pillar 2: Onshoring Active Pharmaceutical Ingredient (API) Production 支柱二：活性药物成分（API）本土化生产 This is arguably the most challenging and critical pillar of the entire strategy. Russia’s pharmaceutical industry has a deeply entrenched vulnerability: it imports over 80% of the APIs required for drug manufacturing, with the vast majority sourced from China and India. This dependency is seen as the industry’s Achilles’ heel. “Pharma-2030” directly confronts this by prioritizing the development of domestic API synthesis and purification technologies. The goal is to build a robust domestic small-scale chemical industry capable of supplying the country’s most critical pharmaceutical needs, thereby closing the final loop in the quest for full sovereignty. 这无疑是整个战略中最具挑战性且最关键的支柱。俄罗斯医药行业存在一个根深蒂固的短板：药品生产所需的 API 超 80% 依赖进口，且绝大部分来自中国和印度，这一依赖被视为行业的 “阿喀琉斯之踵”。《Pharma-2030》直面这一问题，将本土 API 合成与纯化技术的研发列为优先事项，目标是打造成熟的本土精细化工产业，满足国内核心药品的 API 需求，从而实现医药完全自主的最后闭环。 Pillar 3: Fostering Domestic Innovation 支柱三：培育本土创新 The strategy signals a crucial long-term shift in focus from simply replicating foreign drugs (generics) to creating original, innovative Russian medicines. The government recognizes that true sovereignty requires not just manufacturing capability but also a world-class R&D ecosystem. To this end, the state is providing significant support through grants, tax incentives, and programs designed to foster collaboration between state-funded research institutions and private pharmaceutical companies. The aim is to build a pipeline of domestically developed drugs that can not only serve the Russian market but also compete globally, boosting the nation’s export potential. 该战略标志着长期发展重心的关键转变：从单纯仿制国外药品（仿制药），转向研发俄罗斯原创创新药。政府意识到，真正的医药主权不仅需要生产能力，更需要世界级的研发生态。为此，政府正通过科研补贴、税收优惠，以及推动公立科研机构与民营药企合作等举措，提供强力支持。其目标是构建本土创新药管线，既满足国内市场需求，又具备全球竞争力，提升国家医药出口潜力。 The Levers of Implementation: Carrots and Sticks 实施抓手：奖惩并举的政策工具 The Russian government is not relying on market forces alone to achieve its “Pharma-2030” goals. It employs a powerful toolkit of incentives and disincentives—carrots and sticks—to steer the industry in the desired direction. 俄罗斯政府并非仅依赖市场力量推进《Pharma-2030》目标，而是运用一套强有力的奖惩政策工具，引导行业朝着既定方向发展。 The Stick: Procurement Preferences (The “Third Wheel” Rule) 惩罚手段：采购倾斜政策（“第三方准入”规则） This is the government’s most potent enforcement mechanism. Government Regulation No. 1289, often called the “Third Wheel” or “Third Man Out” rule, dictates that a public procurement tender for a drug on the EDL must reject all bids for foreign-made products if at least two bids for equivalent products manufactured within the Eurasian Economic Union (EAEU) are submitted. This single regulation effectively makes localization a non-negotiable requirement for any company wishing to compete in the large and growing public procurement market. 这是政府最有力的政策执行机制。俄罗斯政府第 1289 号法规（常被称为 “第三方准入” 规则）规定，针对 EDL 药品的政府采购招标中，若有至少两家欧亚经济联盟（EAEU）境内企业参与投标，则所有外资药品投标均会被驳回。这一条款直接将本土化变为企业参与庞大且持续增长的公共采购市场的硬性门槛。 The Carrots: Financial Incentives and Support 激励措施：财政优惠与政策扶持 The state offers a range of “carrots” to encourage domestic investment and localization. These include direct subsidies for R&D and manufacturing modernization, preferential tax treatment, and grants for research into high-priority therapeutic areas. For foreign companies, the government offers Special Investment Contracts (SPICs), which provide a package of benefits, including tax breaks and guaranteed access to state tenders, in exchange for significant, long-term investments in building local production facilities. 政府推出了一系列激励措施以推动本土投资和本土化生产，包括研发与生产现代化直接补贴、税收优惠，以及高优先级治疗领域科研专项拨款。针对外资企业，政府提供《特别投资合同》（SPICs），企业若承诺对本土生产设施进行大额长期投资，可获得税收减免、政府招标优先准入等一揽子优惠。 The Accelerator: Simplified Registration 加速机制：简化注册流程 To give domestic products a further edge, the government has streamlined the registration procedures for new drugs developed and produced in Russia, allowing them to reach the market more quickly and respond faster to public health needs. 为进一步倾斜本土产品，政府简化了俄罗斯本土研发和生产新药的注册流程，使其能更快上市，更迅速地响应公共卫生需求。 The Regulatory Gauntlet: Gaining and Maintaining Market Access 监管挑战：获取与维持市场准入的重重考验 Navigating Russia’s regulatory landscape is a formidable challenge, characterized by a complex bureaucracy, stringent local requirements, and a system that is being actively shaped to support the goals of “Pharma-2030.” For any foreign company, successfully traversing this gauntlet is a critical, resource-intensive step that can determine the success or failure of a market entry strategy. A misstep can lead to years of delays and significant financial losses. 俄罗斯的监管体系充满挑战：官僚流程复杂、本土要求严苛，且整个体系正围绕《Pharma-2030》目标进行调整。对任何外资企业而言，成功通过这一监管考验是资源密集型的关键环节，直接决定市场进入战略的成败，一旦失误，可能导致数年延误和巨额经济损失。 The Drug Registration Maze: Rosminzdrav and Roszdravnadzor 药品注册迷局：俄罗斯卫生部与联邦卫生监督局 The regulatory framework for pharmaceuticals in Russia is overseen by two principal bodies. The Ministry of Health of the Russian Federation (Rosminzdrav) is the primary authority, responsible for setting healthcare policy, managing the state registration of medicines, and approving clinical trials. Its subsidiary, the Federal Service for Surveillance in Healthcare (Roszdravnadzor), acts as the primary enforcement and oversight agency. Roszdravnadzor is responsible for conducting inspections, monitoring drug quality and safety (pharmacovigilance), and ensuring compliance across the supply chain. 俄罗斯医药监管体系由两大核心机构主导：俄罗斯联邦卫生部（Rosminzdrav）是主管部门，负责制定医疗政策、药品国家注册审批及临床试验审批；其下属的联邦卫生监督局（Roszdravnadzor）为主要执法与监督机构，负责开展检查、药品质量与安全监测（药物警戒）及全供应链合规监管。 The state registration process is a multi-stage, sequential undertaking that demands meticulous preparation and local expertise: 药品国家注册是一个多阶段的流程，需要精心筹备和本土专业支持，具体如下： GMP Inspection: Before a registration dossier can even be considered, foreign manufacturing sites must be inspected and certified as compliant with Russian Good Manufacturing Practice (GMP) standards. This is a mandatory prerequisite. 药品生产质量管理规范（GMP）检查：注册申请材料提交前，外资生产场地必须通过俄罗斯 GMP 标准检查并获得认证，这是法定前置条件。 Preclinical and Clinical Trials: The dossier must contain comprehensive data from preclinical and clinical trials. Crucially, Russian regulations generally require that at least one local clinical trial be conducted within the Russian Federation, even for products that have been extensively studied and approved in other major markets like the U.S. or EU. This requirement represents a significant investment of both time and capital. 临床前与临床试验：注册材料需包含完整的临床前及临床试验数据。关键的是，即便药品已在美欧等主流市场完成大量研究并获批，俄罗斯法规仍普遍要求在俄境内至少开展一项本土临床试验，这一要求需投入大量时间与资金。 Dossier Submission and Expert Examination: A complete registration dossier, with all documentation translated into Russian and appropriately legalized (e.g., apostilled), is submitted to Rosminzdrav. The dossier then undergoes a rigorous expert examination by state-sanctioned scientific centers, which assess the product’s quality, efficacy, and risk-benefit ratio. 注册材料提交与专家评审：企业需提交完整的注册材料，所有文件需译为俄语并完成相应公证（如加注 apostille 认证），提交至俄罗斯卫生部。随后，材料将由国家授权科研中心进行严格专家评审，评估药品的质量、疗效及风险收益比。 Marketing Authorization: If the expert examination is successful, Rosminzdrav issues a Registration Certificate, granting marketing authorization. The standard timeline for this process, from submission to approval, is officially 160 working days, not including the time required for the clinical trials themselves or for responding to queries from the authorities. An accelerated procedure of approximately 90 days is available for certain high-priority categories, including orphan drugs, the first three generics of a particular molecule, and medicines intended exclusively for pediatric use. 上市许可：若专家评审通过，俄罗斯卫生部将颁发注册证书，授予上市许可。标准注册流程（不含临床试验及补充材料时间）官方周期为 160 个工作日。针对孤儿药、首个至第三个仿制药、专用儿科药等高优先级品类，可申请约 90 个工作日的加速审批流程。 The requirement for a local clinical trial is more than just a scientific checkpoint; it functions as a strategic non-tariff barrier. This policy compels foreign companies to invest directly into the Russian healthcare and research ecosystem. It necessitates partnerships with local contract research organizations (CROs) and clinical investigators, thereby facilitating a transfer of knowledge and technology. Furthermore, it provides the Russian government with early, in-depth visibility into new and innovative drugs long before they reach the broader market. This creates a deliberate time-to-market asymmetry. While a foreign innovator might spend one to two years and significant capital conducting a local trial, a domestic company developing a generic or biosimilar can leverage simplified registration pathways to move much faster. This policy is explicitly designed to give domestic manufacturers a protected window to establish themselves before facing direct competition from more established foreign products. Therefore, planning for the local clinical trial must be a central pillar of any market entry strategy, not an afterthought. 本土临床试验要求绝非单纯的科学审核节点，更是一种战略性非关税壁垒。该政策迫使外资企业直接投资俄罗斯医疗与科研生态，需与本土合同研究组织（CRO）及临床研究者合作，进而推动技术与知识转移。同时，这也让俄罗斯政府在创新药进入全球市场前，就能提前深入了解其详情。这一机制刻意制造了上市时间差：外资原研企业可能需耗费 1-2 年及巨额资金开展本土试验，而本土仿制药或生物类似药企可通过简化注册通道快速上市。该政策的核心目的是为本土药企创造保护期，使其在直面外资成熟产品竞争前站稳脚跟。因此，本土临床试验规划必须是市场进入战略的核心支柱，而非事后补充。 Pricing and Reimbursement: The Power of the Essential Drugs List (EDL) 定价与报销：《必需药品清单》（EDL）的核心影响力 The Russian government exerts significant control over pharmaceutical pricing, particularly for medicines deemed critical to the public health system. The primary tool for this control is the List of Vital and Essential Drugs (Vital’yevyye i Neobkhodimyye Lekarstvennyye Preparaty, or VED), often referred to as the Essential Drugs List (EDL). 俄罗斯政府对医药价格实施严格管控，尤其是对公共卫生体系关键药品。核心管控工具是《必需药品清单》（EDL，又称 VED）。 Price Controls: For every drug included on the EDL, the government registers a maximum selling price for the manufacturer. This price serves as a ceiling, and all subsequent wholesale and retail mark-ups are also regulated. This system is designed to ensure the affordability of the most important medicines and prevent price gouging. 价格管控：针对所有 EDL 药品，政府为药企设定最高出厂价，且批发和零售环节的加价幅度也受严格监管。该机制旨在保障核心药品的可及性，杜绝价格垄断。 Gateway to Reimbursement: Gaining inclusion on the EDL is the crucial first step for a drug to be considered for inclusion in the state’s various reimbursement and procurement programs. Without EDL status, a product is largely confined to the private, out-of-pocket commercial market. 报销准入门槛：纳入 EDL 是药品进入各类政府报销和采购项目的关键前置条件。未进入 EDL 的药品，基本只能局限于自费的商业零售市场。 Reference Pricing for Generics: The pricing for generics and biosimilars added to the EDL is strictly regulated based on the price of the original, “referral” drug. For example, a new generic’s registered price typically cannot exceed 80% of the reference drug’s price, while a biosimilar’s price cannot exceed 90%. This ensures that the entry of generics translates directly into cost savings for the state. 仿制药参考定价：纳入 EDL 的仿制药和生物类似药，其定价严格参照原研药价格。例如，新仿制药的注册价通常不得超过原研药的 80%，生物类似药则不得超过 90%，确保仿制药上市能直接为政府节省医疗开支。 Reimbursement Programs: Reimbursed medicines are provided to patients through a patchwork of federal and regional programs. These are often targeted at specific high-priority diseases (such as oncology, diabetes, HIV, and tuberculosis) or specific patient populations (such as disabled individuals or those with rare “ 报销计划：报销药品通过联邦和地方多层级项目体系向患者供应，这类项目通常针对特定高优先级疾病（如肿瘤、糖尿病、艾滋病、结核病）或特定人群（如残障人士、罕见病患者）。 The GMP Imperative: Your Ticket to the Market 药品生产质量管理规范（GMP）的硬性要求：市场准入的通行证 Compliance with Good Manufacturing Practice (GMP) standards is a non-negotiable prerequisite for market access in Russia. Since January 2016, Russia has enforced its own national GMP regulations, which are based on but distinct from EU GMP guidelines. 在俄罗斯，符合药品生产质量管理规范（GMP）是市场准入的硬性前提，无任何协商余地。自 2016 年 1 月起，俄罗斯开始强制执行本国 GMP 法规，该法规虽以欧盟 GMP 指南为基础，但存在显著差异。 A Russian GMP certificate, issued by the State Institute of Drugs and Good Practices (SID&GP) following a physical inspection of the manufacturing site, is mandatory for all foreign manufacturers. This certificate is required not only for initial marketing authorization applications but also for renewals and for most variations to an existing registration dossier. 所有外资药企均需取得由俄罗斯国家药品与 GMP 研究所（SID&GP）经实地核查后颁发的本土 GMP 证书。该证书不仅是首次上市许可申请的必备文件，也是注册证书续期及现有注册资料变更的核心要件。 Initially, the lengthy timeline for securing a GMP inspection and certificate created a significant bottleneck for foreign companies, giving a de facto advantage to local manufacturers who could use their manufacturing license as an alternative. While the process has been somewhat streamlined, with authorities now allowing for the parallel submission of the GMP inspection application and the drug registration dossier, the GMP inspection remains a critical, time-consuming, and resource-intensive hurdle that must be factored into any market entry timeline. 初期，GMP 核查与证书获取流程耗时漫长，给外资企业造成了严重瓶颈，而本土药企可凭生产许可证替代，形成了事实上的竞争优势。尽管目前流程已有所简化（监管机构允许同步提交 GMP 核查申请与药品注册资料），但 GMP 核查仍是市场准入进程中耗时久、耗资源的关键障碍，必须纳入所有市场进入计划的时间规划。 The High-Stakes IP Environment: A Minefield for Innovators 高风险知识产权（IP）环境：创新药企的雷区 For research-based pharmaceutical companies, whose business models are built on decades of protected innovation, Russia’s intellectual property (IP) environment represents perhaps the most significant and complex challenge. While the country has a formal legal framework for patent protection, the practical enforcement of these rights is subject to immense political and economic pressures. The state’s overarching strategic goals of promoting domestic industry, containing healthcare costs, and ensuring access to medicines often clash directly with the robust protection of foreign-held patents, creating a climate of legal uncertainty and high-stakes risk. 对于以长期专利保护为商业模式核心的研发型药企而言，俄罗斯的知识产权（IP）环境或许是最重大且复杂的挑战。尽管该国拥有专利保护的正式法律框架，但权利的实际执行深受政治和经济压力影响。国家推动本土产业、控制医疗成本、保障药品可及性的核心战略目标，往往与外资专利的强保护需求直接冲突，形成了充满法律不确定性和高风险的市场氛围。 Patent Protection in Practice: A System Under Strain 实践中的专利保护：承压的体系 On paper, Russia’s patent system is aligned with international standards. The country is a signatory to major IP treaties, and according to the Russian Federal Service for Intellectual Property (Rospatent), there are approximately 15,000 pharmaceutical patents currently in force. Patentable subject matter includes new chemical substances, pharmaceutical compositions, dosage forms, and methods of treatment, similar to other major jurisdictions. 从法律条文上看，俄罗斯专利体系与国际标准接轨。该国是主要知识产权条约的缔约国，据俄罗斯联邦知识产权局（Rospatent）数据，目前有效医药专利约 1.5 万项。可专利客体包括新化学物质、药物组合物、剂型及治疗方法，与其他主流司法辖区一致。 However, the reality on the ground is far more complicated. The system is under significant strain from the government’s industrial policy. The Federal Antimonopoly Service (FAS), in particular, has emerged as a powerful actor in the IP landscape. The FAS has actively taken on the role of challenging what it perceives as “patent evergreening”—the practice of obtaining secondary patents on minor modifications of existing drugs to extend market exclusivity—and has consistently advocated for measures that would favor the earlier entry of generic competitors. 但实际落地层面却复杂得多，专利体系正承受政府产业政策的巨大压力。其中，俄罗斯联邦反垄断局（FAS）已成为知识产权领域的强势干预主体。FAS 积极打击其认定的 “专利常青” 行为（即通过对现有药物进行微小改良获取次级专利以延长市场独占期），并持续推动利于仿制药提前入市的政策措施。 The recent legal battle involving AstraZeneca’s blockbuster cancer drug, osimertinib (Tagrisso), serves as a stark case study of this inherent conflict. When the Russian generic company Axelpharm registered a generic version of the drug while AstraZeneca’s patent was still in force, the ensuing legal saga highlighted the system’s unpredictability. An initial court decision dismissed AstraZeneca’s patent infringement claims, prioritizing patient access to a more affordable cancer treatment—a ruling that aligned perfectly with the state’s import substitution agenda. AstraZeneca then appealed to the FAS, which, in a surprising turn, ruled in the originator’s favor, finding Axelpharm guilty of unfair competition and ordering it to cease sales. However, this victory was short-lived, as a Moscow Arbitration Court subsequently overturned the FAS’s ruling, once again siding with the generic manufacturer. This continuous back-and-forth illustrates the profound legal uncertainty and the deep-seated tension between upholding formal IP rights and advancing the state’s industrial policy. 阿斯利康的重磅抗癌药奥希替尼（Tagrisso）近期的法律纠纷，便是这一内在冲突的典型案例。在阿斯利康专利仍有效时，俄罗斯仿制药企 Axelpharm 注册了该药品的仿制药，后续的法律拉锯凸显了体系的不可预测性：一审法院驳回了阿斯利康的专利侵权诉求，优先保障患者获得低价抗癌药的权利（该判决与国家进口替代议程高度契合）；阿斯利康上诉至 FAS 后，FAS 却意外裁定原研药企胜诉，认定 Axelpharm 构成不正当竞争并勒令其停止销售；但这一胜利昙花一现，莫斯科仲裁法院随后推翻了 FAS 的裁决，再次支持仿制药企。这种反复博弈，充分体现了维护专利形式权利与推进国家产业政策之间的深刻矛盾和法律不确定性。 The Specter of Compulsory Licensing and Government Use 强制许可与政府征用的隐忧 The most significant threat to patent holders in Russia comes from legal mechanisms that allow the state to override patent rights under certain conditions.对俄罗斯的专利持有人而言，最大威胁来自允许国家在特定情况下绕过专利权利的法律机制。 Compulsory Licensing 强制许可 The Civil Code of the Russian Federation contains provisions for compulsory licensing. Article 1362 allows a court to grant a license to a third party if a patent is deemed to be “not used or insufficiently used” by the patent holder, or if a “dependent patent” cannot be exploited without infringing on the original patent. This mechanism has been successfully used by Russian generic companies to gain access to patented drugs, as seen in the case where the generic firm Nativa was granted a compulsory license for Celgene’s cancer drug Lenalidomide. 《俄罗斯联邦民法典》包含强制许可条款。其第 1362 条规定，若法院认定专利持有人 “未实施或未充分实施” 专利，或 “从属专利” 的实施必须以侵犯原专利为前提，则可向第三方授予强制许可。俄罗斯仿制药企已成功利用该机制获取专利药使用权，例如本土药企 Nativa 就曾获得新基医药抗癌药来那度胺的强制许可。 Government Use Decree 政府征用令 An even more potent tool is found in Article 1360 of the Civil Code, which grants the Russian government the right to authorize the use of any patented invention without the patent holder’s consent in cases of “extreme need” related to national defense and security or the protection of citizens’ lives and health. This provision was dramatically weaponized in March 2022, following the imposition of Western sanctions. The government issued a decree that effectively nullified compensation for patent use for patent holders from “unfriendly states”. This move essentially legalized the infringement of patents held by companies from the U.S., EU, UK, and other sanctioning countries, removing the last vestige of protection for their innovations. 更具威慑力的是《民法典》第 1360 条，该条款赋予俄政府在 “国防安全、公民生命健康紧急需求” 情况下，无需专利持有人同意即可授权使用专利发明的权利。2022 年 3 月西方实施制裁后，这一条款被大幅滥用：政府发布法令，规定对 “不友好国家” 专利持有人的专利使用无需支付赔偿。此举实质上合法化了对美、欧、英等制裁国企业专利的侵权行为，彻底剥夺了其创新成果的最后一层保护。 These legal instruments are not merely theoretical risks or last-resort public health measures. They are being actively employed as strategic levers of industrial policy. The credible threat of having a patent forcibly licensed or used by the state without compensation creates a powerful incentive for foreign companies to engage in negotiations around localization and technology transfer. This creates a stark choice for innovators: either risk losing market exclusivity entirely or agree to a local production partnership that, while diluting profits, secures continued market access and aligns with the government’s strategic objectives. An IP strategy for Russia, therefore, cannot be purely legal; it must be deeply geopolitical, weighing the strategic importance of each asset against the risk of state intervention. 这些法律工具绝非仅存于理论的风险或应急公共卫生手段，而是被作为产业政策的战略杠杆主动运用。专利被强制许可或无偿征用的切实威胁，迫使外资企业不得不就本土化和技术转移展开谈判。这让创新药企面临两难抉择：要么彻底丧失市场独占权，要么接受利润稀释的本土生产合作，以换取持续的市场准入并契合政府战略目标。因此，针对俄罗斯的知识产权战略不能仅停留在法律层面，还需深度结合地缘政治考量，权衡每项资产的战略价值与政府干预风险。 Using Patent Intelligence to Navigate the Minefield 依托专利情报穿越雷区 In such a volatile and high-risk IP environment, proactive and granular patent intelligence is not a luxury—it is an essential tool for survival and strategic planning. 在如此动荡高风险的知识产权环境中，主动且精细化的专利情报分析绝非可有可无的优势，而是企业生存和战略规划的必备工具。 For Generic and Biosimilar Entrants 针对仿制药与生物类似药企业 Success is predicated on identifying the optimal window for market entry. This requires meticulous tracking of patent expiry dates, litigation outcomes, and the status of any patent term extensions. Comprehensive databases and services like DrugPatentWatch are invaluable for this purpose. They provide detailed, country-specific intelligence, including estimated key patent expiration dates for major drugs in the Russian market. For example, data from DrugPatentWatch indicates that the key patent for Pfizer’s XALKORI (crizotinib) is estimated to expire in December 2025, while the patent for Novo Nordisk’s blockbuster OZEMPIC (semaglutide) is set to expire in March 2026. This type of intelligence allows generic firms to plan their R&D, manufacturing scale-up, and regulatory submissions to be ready to launch at the earliest possible moment. 企业成功的关键在于找准最佳市场切入窗口期，这需要精准追踪专利到期日、诉讼结果及专利期限延长状态。DrugPatentWatch 等专业数据库和服务为此提供了关键支撑，可输出特定国家的精细化情报，包括俄罗斯市场重点药品的核心专利预估到期时间。例如，DrugPatentWatch 数据显示，辉瑞克唑替尼（XALKORI）核心专利预计 2025 年 12 月到期，诺和诺德重磅药司美格鲁肽（OZEMPIC）专利则将于 2026 年 3 月到期。这类情报能帮助仿制药企规划研发、产能扩张和注册申报，确保在最早合法时间节点实现产品上市。 For Innovator Companies 针对原研药企 Patent intelligence is a critical defensive weapon. It allows originator companies to monitor the R&D and patenting activities of domestic competitors in Russia. The filing of a patent application by a Russian firm for a new crystalline form or formulation of an existing drug can serve as an early warning of an impending generic challenge. This enables the innovator to prepare a legal strategy, whether it involves litigation or a proactive offer of a licensing or localization partnership. 专利情报是原研药企的核心防御武器，可用于监控俄罗斯本土竞品的研发和专利布局动态。一旦本土企业就现有药物提交新晶型或新剂型专利申请，即意味着仿制药挑战已箭在弦上，原研药企可提前筹备法律应对策略 —— 无论是发起诉讼，还是主动提出授权或本土化合作。 Furthermore, a deep understanding of the nuances of Russian patent law is crucial for maximizing the commercial lifespan of an innovative product. For instance, Russia offers Patent Term Extensions (PTEs) to compensate for regulatory delays, which can extend a patent’s life by up to five years. However, these extensions are typically only granted for claims covering the product itself (the active agent or composition) and not for claims related to methods of treatment or manufacturing processes. Strategically drafting patent applications with these local rules in mind can have a significant impact on a product’s long-term profitability. 此外，深入理解俄罗斯专利法的特殊性，对延长创新药商业生命周期至关重要。例如，俄罗斯虽提供专利期限延长（PTE）以补偿监管审批延误，最长可延长 5 年，但该延长通常仅适用于产品本身（活性成分或组合物）的专利权利要求，而不涵盖治疗方法或生产工艺类权利要求。结合本土规则进行专利申请的策略性撰写，将直接影响产品的长期盈利能力。 The Competitive Arena: Domestic Champions and International Incumbents 竞争格局：本土龙头与国际在位企业的博弈 The Russian pharmaceutical market is a fiercely contested arena where a new class of powerful domestic companies, fostered by state policy, is increasingly challenging the long-held dominance of international pharmaceutical giants. The competitive dynamics are no longer defined by a simple import-driven model but by a complex interplay of localization, state patronage, and strategic adaptation. Understanding the key players and their evolving strategies is essential to charting a course in this new landscape. 俄罗斯医药市场竞争激烈，在国家政策扶持下崛起的一批本土强势企业，正逐步撼动国际医药巨头长期以来的主导地位。市场竞争逻辑已从单纯的进口驱动，转变为本土化、政府扶持与战略适配的复杂博弈。理清核心玩家及其战略演变，是在新市场格局中找准方向的关键。 The Rise of the Russian Champions 俄罗斯本土龙头的崛起 The “Pharma-2030” strategy has been a powerful incubator for a cohort of domestic pharmaceutical companies. These are not the inefficient state-owned enterprises of the Soviet era; they are increasingly sophisticated, privately-owned or public-private entities that are the primary beneficiaries of the government’s push for sovereignty. They are rapidly expanding their manufacturing capabilities, mastering the production of complex generics and biosimilars, and in some cases, venturing into original drug discovery. Key players include: 《Pharma-2030》战略成为了本土药企的强力孵化器。这些企业已非苏联时期效率低下的国企，而是日趋成熟的民营或公私合营主体，是国家医药主权战略的核心受益者。它们正快速扩张产能，掌握复杂仿制药和生物类似药生产技术，部分企业已涉足原创药研发。核心企业包括： Pharmstandard Pharmstandard（俄标准制药） The industrial behemoth of Russian pharma. As the country’s largest domestic manufacturer by sales, Pharmstandard’s core strength lies in its sheer scale and advanced manufacturing infrastructure. With a portfolio of over 400 products and an annual production capacity of 1.7 billion packages, it is a dominant force in the generics market. Crucially, its state-of-the-art facilities and deep understanding of the local regulatory environment have made it the go-to localization partner for major multinational corporations like Pfizer and Sanofi, enabling them to gain the “Made in Russia” status required for preferential access to the government procurement market. 俄罗斯医药行业的工业巨头，是本土销售额最高的制药企业，核心优势在于庞大的生产规模和先进的制造设施。其产品组合超 400 种，年产能达 17 亿包装单位，是仿制药市场的绝对主导者。关键的是，凭借其顶尖生产基地和对本土监管的深刻理解，它成为了辉瑞、赛诺菲等跨国药企的首选本土化合作伙伴，帮助这些企业获得 “俄罗斯制造” 资质，从而取得政府采购市场的优先准入资格。 BIOCAD BIOCAD（生物医药研发公司） The flag-bearer of Russian biotech innovation. BIOCAD has strategically positioned itself at the high-tech end of the market, focusing on the development and manufacturing of complex biosimilars and original biologic drugs. With a strong focus on high-value therapeutic areas like oncology and autoimmune diseases, the company has successfully launched biosimilars for blockbuster drugs like Rituxan, Avastin, and Herceptin. Its commitment to a full-cycle R&D process, from molecule discovery to commercial production, aligns perfectly with the innovation pillar of the “Pharma-2030” strategy, making it a key recipient of state support and a formidable competitor in the specialty pharma segment. 俄罗斯生物科技创新的标杆企业，已战略性布局市场高端领域，专注于复杂生物类似药和原创生物药的研发与生产。公司重点发力肿瘤、自身免疫性疾病等高价值治疗领域，成功推出利妥昔单抗、贝伐珠单抗、曲妥珠单抗等重磅药物的生物类似药。其从分子发现到商业化生产的全周期研发模式，与《Pharma-2030》战略的创新支柱高度契合，因此成为国家扶持的核心对象，也是专科药领域的强劲竞争者。 R-Pharm R-Pharm（俄制药集团） The quintessential state-aligned strategic player. Founded in 2001, R-Pharm has grown into a powerhouse by closely aligning its business strategy with the Russian government’s healthcare priorities. It is a major supplier to the state in critical areas like oncology, autoimmune diseases, and antivirals, and played a pivotal role in the manufacturing of the Sputnik V COVID-19 vaccine. Its vertically integrated model, which includes R&D, API manufacturing, and finished drug production, makes it a key instrument in the government’s quest for a self-sufficient pharmaceutical supply chain. 与国家战略深度绑定的典型企业。成立于 2001 年的 R-Pharm，通过将商业战略与俄政府医疗优先级紧密结合，已成长为行业巨头。它是政府在肿瘤、自身免疫病、抗病毒药等关键领域的核心供应商，还曾在 “卫星 V” 新冠疫苗的生产中发挥关键作用。其涵盖研发、API 生产、制剂生产的垂直整合模式，使其成为政府实现医药供应链自给自足目标的核心抓手。 Pharmasyntez Pharmasyntez（合成制药） A leader in the government procurement sector. Pharmasyntez has carved out a dominant position in key segments of the state tender market. The company is a leading manufacturer and supplier of antineoplastic, anti-tuberculosis, and systemic antibiotic drugs for the public healthcare system, demonstrating how specialization in high-priority public health areas can be a highly effective strategy. 政府采购领域的领军企业。Pharmasyntez 在政府招标市场的核心板块占据主导地位，是公共医疗体系抗肿瘤药、抗结核药、全身用抗生素的主要生产商和供应商，印证了聚焦高优先级公共卫生领域的专业化战略具备极高有效性。 International Players’ Evolving Playbook: The “Scale Back, Don’t Exit” Strategy 国际药企的战略演变：“收缩而非退出” The geopolitical shifts since 2022 have forced international pharmaceutical companies to perform a delicate and complex balancing act. Faced with sanctions, logistical hurdles, and political pressure, most major Western multinational corporations (MNCs) have adopted a nuanced strategy of “scale back, don’t exit”. Citing their ethical and humanitarian obligation to continue supplying essential medicines to patients, they have avoided a full withdrawal from the market. However, their operational posture has changed dramatically. 2022 年以来的地缘政治变局，迫使国际药企陷入复杂微妙的平衡博弈。面对制裁、物流障碍和政治压力，多数西方跨国药企（MNCs）采取了 “收缩而非退出” 的精细化战略：以向患者持续供应必需药品的伦理和人道主义责任为由，避免全面撤离，但运营姿态已发生根本性转变。 This strategy typically involves:该战略通常包括以下举措： Halting all new capital investments and shelving plans for new manufacturing facilities or R&D centers. 暂停所有新资本投入，搁置新建生产基地或研发中心的计划。 Suspending all non-essential commercial activities, including advertising, marketing, and promotional events. 中止所有非必要商业活动，包括广告投放、市场推广及促销活动。 Ceasing the initiation of new clinical trials and stopping the enrollment of new patients in ongoing trials within Russia. 停止在俄启动新临床试验，并终止在研试验的新患者入组。 The core of the new international playbook is to protect the substantial revenue streams from existing, high-value patented products through deep localization. This has become an imperative for survival, driven by the “Third Wheel” procurement rule. MNCs have pursued two primary models for localization: 国际药企新战略的核心，是通过深度本土化保护现有高价值专利药的巨额收入流 —— 这是受 “第三方准入” 采购规则驱动的生存必需之举。跨国药企主要采取两种本土化模式： Building and Owning (The Full Commitment Model) 自建自营模式（完全承诺型） This high-investment, high-control strategy involves building proprietary, full-cycle manufacturing plants on Russian soil. 这是高投入、高控制权的战略，指企业在俄罗斯本土建设自有全周期生产基地。 Case Study: AstraZeneca：In 2015, AstraZeneca made a significant commitment by investing $224 million to open a state-of-the-art manufacturing facility in the Kaluga region. This plant now produces over 30 of the company’s innovative drugs for oncology, cardiovascular, and respiratory diseases, representing the majority of its Russian portfolio. 案例：阿斯利康：2015 年，阿斯利康斥资 2.24 亿美元在卡卢加州建成顶尖生产基地，该工厂目前可生产公司 30 余种肿瘤、心血管、呼吸领域创新药，覆盖其在俄核心产品组合。 Case Study: Novartis：The Swiss giant embarked on an even more ambitious plan, committing $500 million to a multi-year investment strategy that includes the construction of a large-scale manufacturing plant in St. Petersburg, designed to produce up to 1.5 billion units of both innovative and generic medicines annually. 案例：诺华：这家瑞士巨头推出了更为宏大的多年投资计划，承诺投入 5 亿美元在圣彼得堡建设大型生产基地，该基地设计年产能达 15 亿单位，可同时生产创新药和仿制药。 Partnering and Outsourcing (The Flexible Model) 合作外包模式（灵活适配型） This capital-light approach involves leveraging the existing infrastructure and expertise of Russian companies through joint ventures or contract manufacturing agreements. 这是轻资产模式，指通过合资或委托生产协议，借力俄罗斯本土企业的现有设施和技术能力。 Case Study: Pfizer：Pfizer has masterfully executed a partnership-driven strategy. It collaborates with Pharmstandard for the full-cycle manufacturing of key oncology drugs and entered into a joint venture with NovaMedica (a company with state-owned shareholders) to build a new sterile injectables plant, licensing the technology for over 30 essential medicines. 案例：辉瑞：辉瑞精准落地了合作驱动型战略，一方面与 Pharmstandard 合作实现核心肿瘤药的全周期生产，另一方面与国有股东背景的 NovaMedica 成立合资公司，新建无菌注射剂工厂，并为其授权 30 余种必需药品的生产技术。 Case Study: Sanofi：The French multinational employs a hybrid strategy. It operates its own modern insulin factory, Sanofi-Aventis Vostok, in the Orel region, while also partnering with the Russian biopharma firm Nanolek for the localized production of a complex five-component pediatric vaccine, a deal that involved a full technology transfer. 案例：赛诺菲：这家法国跨国企业采取混合策略，既在奥廖尔州运营自有现代化胰岛素工厂（赛诺菲 - 安万特东方工厂），又与俄罗斯生物药企 Nanolek 合作实现复杂五联儿童疫苗的本土化生产，并完成了全套技术转移。 The Distributor Ecosystem: The Gatekeepers of the Market 分销体系：市场的 “守门人” In a country as vast as Russia, with eleven time zones and a population spread across thousands of cities and towns, the distribution network is the lifeblood of the pharmaceutical market. It is exceedingly rare for manufacturers, whether domestic or foreign, to deal directly with the country’s more than 70,000 pharmacy outlets. Instead, the market is dominated by a handful of powerful national and regional distributors. 俄罗斯幅员辽阔，横跨 11 个时区，人口分布于数千个城镇，分销网络是医药市场的命脉。无论是本土还是外资药企，极少直接对接全国超 7 万家药店，市场由少数实力雄厚的全国性和区域性分销商主导。 The leading players in this critical sector include Protek, Pulse, Katren, and R-Pharm (which is also a major manufacturer). These companies are far more than just logistics providers. They are powerful gatekeepers who control access to the pharmacy shelves. Their decisions on which products to stock, promote, and prioritize can make or break a product’s success. Building strong, trust-based relationships with the leadership of these key distribution firms is an absolutely essential component of any successful commercial strategy in Russia. 该核心领域的龙头企业包括 Protek、Pulse、Katren 及 R-Pharm（同时为大型药企）。这些企业绝非单纯的物流商，而是掌控药店货架准入权的强势“守门人”，其对产品备货、推广和优先级的决策，直接决定产品的市场成败。因此，与核心分销商领导层建立基于信任的稳固关系，是俄罗斯市场成功商业战略的必备要素。 Operational Realities: The Logistical and Cultural Code 运营现实：物流挑战与文化密码 Beyond the high-level strategic considerations of market dynamics and government policy lies the complex, on-the-ground reality of operating in Russia. Success in this market requires not only a sound business plan but also the mastery of formidable logistical challenges and a nuanced understanding of a unique business culture. Overlooking these operational realities can quickly derail even the most well-conceived market entry strategy. 在市场动态和政府政策等顶层战略考量之外，俄罗斯市场的实际运营还面临复杂的落地挑战。要在此市场立足，不仅需要完善的商业计划，还需攻克严峻的物流难题，并深刻理解其独特的商业文化。忽视这些运营现实，即便是最缜密的市场进入战略也会迅速夭折。 The Logistical Tightrope: From API to Pharmacy Shelf 物流高危平衡：从 API 到药店货架 The physical journey of a pharmaceutical product from its point of origin to a patient in a remote Russian city is a high-wire act fraught with complexity and risk. 药品从产地到俄罗斯偏远城市患者手中的实体流转，是一场充满复杂风险的高危平衡博弈。 Vast Distances and Infrastructure Gaps：Russia’s immense geography is the single greatest logistical challenge. Ensuring timely and secure delivery of medicines across a country that spans eleven time zones requires a sophisticated and resilient distribution network. While infrastructure in major cities like Moscow and St. Petersburg is modern, quality can vary significantly in more remote regions, posing risks to the integrity of sensitive products. 广袤地域与基建短板：俄罗斯辽阔的疆域是最大的物流挑战。要实现跨 11 个时区的药品及时安全配送，需搭建成熟且韧性强的分销网络。尽管莫斯科、圣彼得堡等大城市基建先进，但偏远地区设施水平参差不齐，极易威胁到温敏等特殊药品的储运完整性。 Critical API Import Dependency：As previously noted, the industry’s heavy reliance on imported APIs (over 80%) creates a significant supply chain vulnerability. The Russia-Ukraine conflict and subsequent sanctions have severely disrupted traditional logistics routes from Europe. This has forced manufacturers to re-route shipments, often leading to longer transit times, increased costs, and greater uncertainty. Any disruption at the source—for instance, a factory shutdown in China or an export restriction in India—can have an immediate and severe impact on domestic drug production in Russia. API 进口依赖的致命短板：如前文所述，行业超 80% 的 API 依赖进口，这一现状构成了供应链的重大脆弱性。俄乌冲突及后续制裁严重扰乱了传统欧洲物流通道，迫使药企调整运输路线，导致运输周期延长、成本上升且不确定性加剧。一旦源头出现中断（如中国工厂停产、印度实施出口限制），俄罗斯本土药品生产将立即遭受重创。 The Cold Chain Imperative：The global shift towards biologics, vaccines, and other temperature-sensitive medicines makes cold chain management a critical operational capability. Maintaining an unbroken, temperature-controlled environment from the manufacturing plant to the final point of administration is a major challenge in Russia’s diverse climate. A single failure in the cold chain—a technical fault in a refrigerator or a power outage during transit—can result in the loss of millions of dollars worth of product and, more importantly, can jeopardize patient safety. This requires significant investment in specialized packaging, temperature-controlled vehicles, and continuous monitoring systems. 冷链运输的硬性要求：全球医药市场向生物药、疫苗等温敏产品转型，使得冷链管理成为核心运营能力。在俄罗斯多样的气候条件下，要实现从生产工厂到终端使用的全程无间断温控，难度极大。冷链的一次失误（如冷藏设备故障、运输途中断电），不仅会造成数百万美元的产品损失，更会威胁患者安全。这就要求企业在专业包装、温控运输车辆和全程监测系统上投入巨资。 Customs and Regulatory Paperwork：Navigating Russian customs procedures is a notoriously complex and bureaucratic process. It involves a mountain of paperwork, strict adherence to specific import/export regulations, and the potential for significant delays. Furthermore, all product labeling and packaging must comply with detailed local regulations, including the mandatory use of the Russian language. This necessitates market-specific packaging operations, which adds considerable cost and complexity to inventory management for international firms. 海关与监管文书的繁琐流程：俄罗斯海关流程以复杂和官僚化著称，涉及海量文书工作，需严格遵守特定进出口法规，且极易出现大幅延误。此外，所有产品标签和包装需符合详尽的本土法规，包括强制使用俄语，这就要求企业开展针对性的包装作业，给国际药企的库存管理带来了显著的成本和复杂度。 Cracking the Cultural Code: Navigating Russian Business 破解文化密码：玩转俄罗斯商业规则 The cultural nuances of doing business in Russia are as important as the legal and regulatory frameworks. Western executives who attempt to apply a one-size-fits-all approach to negotiations and relationship management are likely to encounter significant friction and frustration.俄罗斯的商业文化差异，其重要性不亚于法律和监管框架。西方高管若试图以 “一刀切” 的方式开展谈判和维护关系，极易遭遇巨大阻力和挫败。 The Primacy of Personal Relationships：Perhaps the most fundamental principle of Russian business culture is the importance of personal trust and long-term relationships, often referred to as svyazi. Business is often conducted with partners with whom a deep level of trust has been established over time. Face-to-face meetings are highly valued as they allow for the development of this personal rapport, which is often considered more binding than the fine print of a written contract. A deal is not merely a transaction; it is an extension of a relationship. 人脉关系的核心地位：俄罗斯商业文化最根本的原则，是个人信任和长期关系（俄语称svyazi）的重要性。商业合作通常只与经过长期磨合建立深度信任的伙伴开展，面对面会面备受重视，因为这能构建个人层面的融洽关系 —— 这种关系往往比书面合同的细则更具约束力。在俄罗斯，交易绝非单纯的买卖，而是关系的延伸。 Hierarchical and Centralized Decision-Making：Russian corporate structures are typically far more hierarchical and top-down than their Western counterparts. The vast majority of important decisions are made by a single leader at the highest level of the organization. Subordinates are expected to execute directives with little discussion or questioning. For foreign negotiators, this means it is absolutely crucial to identify and gain access to the ultimate decision-maker. Spending weeks negotiating with mid-level managers who lack the authority to make final commitments is a common and costly mistake. 层级化集权决策模式：俄罗斯企业架构通常比西方企业层级更分明、更集权，绝大多数重要决策由企业最高层的单一领导者做出，下属只需执行指令，极少有讨论或质疑的空间。对外国谈判者而言，找准并接触最终决策者至关重要，若耗费数周与无最终决策权的中层管理者谈判，是常见且代价高昂的失误。 A Forceful and Formal Negotiation Style：The Russian approach to negotiation can be jarring for those accustomed to a collaborative, “win-win” style. Negotiations are often viewed as a “power game” where strength and resolve are highly valued. Russian negotiators may present a very tough, inflexible initial position and may be direct, even confrontational, in their communication. The concept of “victory” often implies that the other side has conceded more. Patience, perseverance, and formality are key. Bargaining or haggling can be seen as undignified, so well-researched, firm positions are more respected. 强势且正式的谈判风格：对于习惯协作式 “双赢” 谈判的人而言，俄罗斯的谈判方式可能令人不适。在俄罗斯，谈判常被视为 “权力博弈”，实力和决心会得到高度认可。俄方谈判者初始立场往往极为强硬且僵化，沟通方式直接甚至带有对抗性，其 “胜利” 的定义通常是对方做出更多让步。耐心、韧性和正式性是谈判关键，讨价还价会被视为有失体面，基于充分调研的坚定立场更易赢得尊重。 Strategic Pathways to Market Entry and Growth 市场进入与增长的战略路径 Synthesizing the complex market, political, and operational realities of the Russian pharmaceutical sector, it becomes clear that a successful entry or expansion strategy must be deliberate, risk-adjusted, and deeply aligned with the country’s long-term objectives. This final section provides an actionable framework for decision-making, outlining the primary entry models and a checklist for mitigating the most significant risks.综合俄罗斯医药行业复杂的市场、政治和运营现实，企业若想成功进入或拓展该市场，其战略必须目标明确、风险可控且与国家长期目标深度契合。本部分将提供可落地的决策框架，梳理核心市场进入模式，并给出重大风险的缓解清单。 Choosing Your Entry Model: A Risk-Adjusted Framework 选择进入模式：风险适配框架 There is no single “best” way to enter the Russian market. The optimal choice depends on a company’s specific objectives, risk appetite, capital availability, and the strategic importance of its portfolio. The primary models can be compared across several key dimensions:进入俄罗斯市场没有统一的 “最优” 模式，具体选择取决于企业的特定目标、风险承受能力、资金储备及产品组合的战略重要性。以下是核心模式的多维度对比： Entry Model（进入模式）   Capital Investment（资金投入）  Level of Control（管控程度）     IP Risk Exposure（知识产权风险）       Access to Public Market（公共市场准入）Speed to Market（入市速度） Direct Investment (Greenfield/Acquisition)（直接投资：新建 / 收购）  Very High（极高）       Full（完全管控）       High (Assets are on Russian soil)（高：资产在俄境内）  Excellent (Confers “local” status)（极佳：可获 “本土” 资质）       Slow (3-5+ years)（慢：3-5 年以上） Joint Venture (JV) with Local Partner（与本土企业合资）       High（高）    Shared（共同管控）    Medium (Shared risk, partner influence)（中：风险共担，受合作伙伴影响）     Very Good (Leverages partner’s access)（优秀：借力合作伙伴渠道）       Medium (2-3 years)（中：2-3 年） Contract Manufacturing (CMO)（委托生产）    Low（低）    Low (Operational control only)（低：仅管控运营环节）       Low (IP remains offshore)（低：知识产权留存境外）     Good (Product is “localized”)（良好：产品实现本土化）       Fast (1-2 years)（快：1-2 年） Licensing/Distribution Agreement（授权 / 分销协议）    Very Low（极低）None（无管控权）       Very Low (No physical presence)（极低：无实体资产）  Poor (Excluded by “Third Wheel” rule)（较差：受 “第三方准入” 规则限制）       Very Fast (<1 year)（极快：不到 1 年） Direct Investment (e.g., AstraZeneca, Novartis)：This model involves the highest commitment and risk but offers the greatest control and the most secure long-term access to the entire market, including lucrative government tenders. It is best suited for large MNCs with a portfolio of strategically important, high-value drugs who view Russia as a core long-term market. 直接投资（如阿斯利康、诺华）：该模式承诺度和风险最高，但管控权最大，且能最稳固地长期进入包括高利润政府招标在内的全市场。它最适合将俄罗斯视为核心长期市场、拥有高价值战略产品组合的大型跨国药企。 Joint Venture (e.g., Pfizer/NovaMedica)：A JV can mitigate some of the risks of direct investment by leveraging a local partner’s political connections, regulatory expertise, and market knowledge. However, it requires ceding a degree of control and careful management of the partnership relationship. 合资模式（如辉瑞与 NovaMedica）：合资可借助本土伙伴的政商关系、监管经验和市场认知，降低直接投资的部分风险，但需让渡一定管控权，且需精心维护合作关系。 Contract Manufacturing (e.g., Roche/Pharmstandard)：This is an increasingly popular capital-light model for achieving localization. It allows a foreign company to have its products manufactured or packaged by a Russian partner, thereby qualifying them as “local” for procurement purposes without the massive upfront cost of building a plant. This is an efficient way to gain market access, though it offers less control over production and supply chain. 委托生产（如罗氏与 Pharmstandard）：这是实现本土化的轻资产模式，正日益普及。外资企业可委托俄罗斯伙伴生产或包装产品，从而获得采购所需的 “本土” 资质，无需承担建厂的巨额前期成本。该模式入市高效，但对生产和供应链的管控权较弱。 Licensing/Distribution Agreement：This is the lowest-risk, lowest-reward option. While it allows for rapid entry into the commercial retail market, it effectively shuts a company out of the state procurement segment due to the “Third Wheel” rule. It is most suitable for smaller companies, those with niche OTC products, or firms wishing to test the market before making a larger commitment. 授权 / 分销协议：这是风险最低、收益也最低的选项。虽能快速进入商业零售市场，但受 “第三方准入” 规则限制，基本无法参与公共采购。它最适合小型企业、拥有小众非处方药的企业，或希望先试水再加大投入的企业。 The Localization Imperative: A Blueprint for Success 本土化的硬性要求：成功蓝图 Regardless of the specific entry model chosen, a comprehensive and credible localization strategy is the cornerstone of success in modern Russia. The government’s definition of “local” has evolved and become stricter. Simple secondary packaging is no longer sufficient to gain the most significant preferences.无论选择何种进入模式，全面且可信的本土化战略都是当代俄罗斯市场成功的基石。政府对 “本土” 的定义已不断升级且日趋严格，单纯的药品二次分装已无法获得核心政策倾斜。 The clear trajectory is towards full-cycle localization, which the government defines as encompassing all stages of production, from the synthesis of the API to the finished dosage form, within the EAEU. Companies that demonstrate a willingness to engage in this level of technology transfer—whether through their own facilities or in partnership with a Russian firm—will be viewed most favorably by regulators and will be best positioned to secure long-term, high-volume government contracts.市场的明确趋势是全周期本土化，即政府要求的、在欧亚经济联盟境内完成从 API 合成到最终制剂的全生产流程。企业无论通过自有工厂还是与俄企合作，只要展现出开展该层级技术转移的意愿，就会获得监管机构的青睐，并最有机会拿下长期大额政府订单。 A truly strategic approach to localization involves proactively aligning a company’s portfolio with the stated goals of “Pharma-2030.” This means identifying opportunities where your products or technology can help the Russian government solve its problems. This could involve:真正具备战略高度的本土化，需主动将企业产品组合与《Pharma-2030》的公开目标对齐，即找到自身产品或技术能帮助俄政府解决痛点的机会，例如： Localizing the production of an innovative drug that can replace one of the top-selling foreign imports, offering the state a more secure and potentially more cost-effective supply. 本土化生产某款创新药，替代进口畅销药，为政府提供更安全且可能更具成本效益的供应方案。 Partnering with a Russian company to transfer the technology for producing a complex biosimilar for a high-cost biologic, directly addressing the government’s cost-containment and access objectives. 与俄企合作转移复杂生物类似药的生产技术，直接响应政府控制成本、提升药品可及性的目标。 Investing in or co-developing API production capabilities with a local partner, tackling the industry’s most critical vulnerability head-on. 投资或与本土伙伴联合开发 API 生产能力，直面行业最核心的供应链短板。 Risk Mitigation Framework: A Strategic Checklist 风险缓解框架：战略清单 Operating in Russia requires a permanent posture of proactive risk management. The following checklist outlines key areas for mitigation:在俄罗斯运营需长期保持主动风险管理姿态，以下清单列出了核心风险缓解领域： Geopolitical and Supply Chain Risk：Avoid sole reliance on traditional European logistics corridors. Actively develop and diversify supply chains for APIs and finished goods through “friendly” or “neutral” countries, particularly India and China, which have become Russia’s largest sources of pharmaceutical imports. Build strategic inventory buffers to guard against sudden disruptions. 地缘政治与供应链风险：避免单一依赖传统欧洲物流通道，主动通过 “友好” 或 “中立” 国家（尤其是已成为俄罗斯最大医药进口来源的印度和中国）拓展和多元化 API 及制剂供应链；建立战略库存缓冲，应对突发中断。 Intellectual Property Risk：Do not rely on patent protection alone. Conduct continuous and rigorous IP monitoring. Use sophisticated patent intelligence tools, such as those offered by DrugPatentWatch, to track the activities of potential generic competitors and to understand the patent landscape for key therapeutic areas. For high-value, strategically important assets, view a localization partnership not just as a market access tool, but as a defensive shield against the threat of compulsory licensing. 知识产权风险：不可仅依赖专利保护，需持续严格开展知识产权监测；借助 DrugPatentWatch 等专业专利情报工具，追踪潜在仿制药竞品动态，摸清核心治疗领域专利格局；对于高价值战略资产，要将本土化合作不仅视为市场准入工具，更作为抵御强制许可威胁的防御屏障。 Regulatory Risk：Do not underestimate the complexity and length of the registration process. Engage experienced, reputable local regulatory consultants from the very beginning of the planning process. Build the time and significant cost of conducting local clinical trials into your base-case financial models and timelines. 监管风险：切勿低估注册流程的复杂度和耗时，从规划初期就聘请经验丰富、信誉良好的本土监管咨询机构；将开展本土临床试验的时间和巨额成本，纳入基础财务模型和时间规划。 Operational and Distribution Risk：Conduct thorough due diligence on potential local partners, especially distributors. Verify their cold chain capabilities, their geographic reach, and their reputation for compliance and reliability. Secure strong contractual agreements that clearly define responsibilities and quality standards. 运营与分销风险：对潜在本土合作伙伴（尤其是分销商）开展全面尽职调查，核实其冷链能力、地域覆盖范围及合规可靠性口碑；签订权责和质量标准明确的强力合作协议。 Cultural Risk：Invest in high-quality cross-cultural training for all executives and negotiating teams who will engage with Russian partners. Prioritize the slow, deliberate process of building trust-based personal relationships with key stakeholders, both in business and government. Do not rush negotiations and be prepared for a more hierarchical and formal business environment. 文化风险：为所有与俄方伙伴对接的高管和谈判团队提供高质量跨文化培训；优先重视与商业及政府关键利益相关方建立信任关系的缓慢审慎过程；谈判切勿急躁，并做好应对层级更分明、流程更正式的商业环境的准备。 Conclusion: A High-Risk, High-Reward Arena for the Strategically Aligned 结论：战略契合者的高风险高回报赛场 The Russian pharmaceutical market is, without question, one of the most complex and challenging operating environments in the world today. It is a market that has fundamentally detached itself from the conventional rules of global commerce, charting its own course dictated by the imperatives of national security and technological sovereignty. For the unprepared or the strategically inflexible, it is a minefield of geopolitical, legal, and operational risks that can easily lead to significant financial and reputational damage.毫无疑问，俄罗斯医药市场是当前全球最复杂、最具挑战性的运营环境之一。该市场已从根本上脱离全球商业常规规则，转而遵循国家安全和技术主权的核心指令。对于准备不足或战略僵化的企业，这里是地缘政治、法律和运营风险的雷区，极易造成巨额财务损失和声誉重创。 Yet, to dismiss Russia as simply “un-investable” would be to overlook the substantial and unique opportunities that exist for those willing and able to adapt to its new reality. The demand for modern, effective medicines is immense and growing, driven by a large population with significant unmet health needs. The government, through its “Pharma-2030” strategy, is injecting vast resources into the healthcare system and creating powerful incentives for investment in local production and innovation. The market’s sheer scale, valued at nearly 3 trillion roubles, cannot be ignored.但若是将俄罗斯简单定义为 “不可投资”，则会忽视那些愿意且有能力适应新现实的企业可获得的巨大独特机遇。俄罗斯人口规模大且医疗需求未被充分满足，对现代有效药品的需求庞大且持续增长；政府正通过《Pharma-2030》战略向医疗体系注入巨额资源，并为本土生产和创新提供强力激励；近 3 万亿卢布的市场规模，其体量不容忽视。 Success in this high-risk, high-reward arena is no longer contingent on having a superior product alone. It demands a sophisticated, resilient, and deeply localized strategy that recognizes the Russian state as the most powerful and important stakeholder. The winning playbook involves a paradigm shift: from viewing Russia as an export destination to treating it as a distinct ecosystem in which to build a self-sustaining, rouble-denominated business. It requires aligning corporate strategy with national strategy, transforming from a foreign supplier into a committed local partner.在这一高风险高回报赛场，成功已不再仅取决于产品优势，还需制定成熟、韧性强且深度本土化的战略，承认俄罗斯政府是最具影响力的核心利益相关方。制胜策略的核心是范式转变：从将俄罗斯视为出口目的地，转为将其当作独立生态系统，在其中打造卢布计价的自给自足业务；需将企业战略与国家战略对齐，从外资供应商转型为尽责的本土合作伙伴。 The future of the market will be defined by a fascinating competitive dynamic: the race between the newly empowered domestic champions striving to fill the “innovation vacuum” left by the pullback of Western R&D, and the remaining international incumbents who have made the strategic decision to commit to deep localization to defend their hard-won turf. For those who can master this complex game of strategic alignment, the rewards can be substantial and enduring. For those who cannot, the Russian pharma paradox will remain an unsolvable and unforgiving puzzle.该市场的未来，将由一场精彩的竞争动态定义：一边是新晋崛起的本土龙头，正奋力填补西方研发撤离留下的 “创新真空”；另一边是留守的国际在位企业，已做出深度本土化的战略抉择以捍卫来之不易的市场阵地。对于能玩转这场战略对齐复杂博弈的企业，回报将丰厚且持久；而对于无法适应的企业，俄罗斯医药市场的悖论，将始终是一道无解且严苛的难题。 Key Takeaways 核心要点 Dual-Currency Reality：The Russian market shows strong growth in local currency (roubles), driven by inflation and state spending, but is flat or declining in U.S. dollar/euro terms due to currency devaluation. Success must be measured within the rouble economy. 双货币现实：俄罗斯市场以本币（卢布）计价时，受通胀和政府支出驱动增长强劲，但受货币贬值影响，以美元 / 欧元计价时增长停滞甚至下滑，企业需以卢布经济体量衡量成败。 “Pharma-2030” is Law：The state’s strategy to achieve 70% domestic market share and 90% localization of strategic drugs is the single most important factor shaping the market. Alignment with this strategy is non-negotiable. 《Pharma-2030》是 “铁律”：政府提出的 “2030 年实现 70% 本土市场份额、90% 战略药品本土化” 目标，是塑造市场的核心因素，企业与之战略对齐是硬性要求。 Localization is the Price of Admission：Due to procurement rules like the “Third Wheel” rule, local manufacturing (either direct or via a partner) is essential to access the large public procurement segment. Simple importation is a losing strategy for most prescription drugs. 本土化是准入门槛：受 “第三方准入” 等采购规则影响，本土生产（自有或合作）是进入庞大公共采购市场的必备条件，单纯进口对多数处方药而言是必败策略。 IP is a Geopolitical Tool：Intellectual property rights are under pressure. The threat of compulsory licensing and government use decrees is a real and active lever used by the state to compel foreign companies to localize production and transfer technology. 知识产权是地缘政治工具：知识产权保护承压，强制许可和政府征用令的威胁真实存在，且被政府作为迫使外资企业本土化生产和技术转移的主动杠杆。 Domestic Champions are Rising：Russian companies like Pharmstandard, BIOCAD, and R-Pharm are no longer just generic players. They are sophisticated, state-supported competitors rapidly gaining market share and moving into innovative R&D. 本土龙头崛起：Pharmstandard、BIOCAD、R-Pharm 等俄企已不再仅是仿制药厂商，而是具备成熟技术、获政府扶持的竞争者，正快速抢占市场份额并布局创新研发。 MNCs “Scale Back, Don’t Exit”：Most Western giants have halted new investments and R&D but continue to supply essential medicines, focusing their strategy on protecting existing revenue streams through deep localization partnerships or direct investment in manufacturing. 跨国药企 “收缩不退出”：多数西方巨头已暂停新投资和研发，但仍持续供应必需药品，战略重心是通过深度本土化合作或直接建厂，保护现有收入流。 Operational Complexity is High：Navigating the vast geography, cold chain requirements, complex customs, and unique business culture requires significant local expertise and a long-term commitment to building relationships. 运营复杂度极高：攻克广袤地域、冷链要求、复杂海关和独特商业文化等难题，需深厚的本土专业能力和长期建交的决心。 Frequently Asked Questions (FAQ) 常见问题解答 1. What is the real-world impact of Russia’s 80% dependency on foreign APIs, and can the “Pharma-2030” goal of self-sufficiency be realistically achieved? 1. 俄罗斯 80% 的 API 依赖进口会产生哪些实际影响？《Pharma-2030》的自给自足目标能否切实实现？ The 80% dependency on foreign Active Pharmaceutical Ingredients (APIs) is the most critical vulnerability of the Russian pharmaceutical industry. In the real world, this means that even for a drug that is “Made in Russia” (formulated and packaged locally), a supply chain disruption in China or India can bring production to a complete halt. This was seen during the early stages of the COVID-19 pandemic and remains a constant risk. Achieving the “Pharma-2030” goal of near self-sufficiency in APIs is extremely ambitious. It requires building a sophisticated small-scale chemical synthesis industry almost from scratch, a process that is capital-intensive (estimated at RUB 100-120 billion) and time-consuming (3-5 years for new facilities). While progress will be made in strategically vital areas like oncology and antibiotics, achieving broad self-sufficiency across all therapeutic areas by 2030 is unlikely. This creates a long-term opportunity for API suppliers from “friendly” countries, particularly India, to become even more integrated into the Russian supply chain. 俄罗斯医药行业 80% 的活性药物成分（API）依赖进口，这是其最致命的短板。实际生产中，哪怕是 “俄罗斯制造” 的药品（仅在本地完成制剂和分装），一旦中国或印度的供应链出现中断，其生产就可能全面停滞 —— 新冠疫情初期就曾出现此类情况，且该风险至今持续存在。《Pharma-2030》提出的 API 近乎自给自足目标极具挑战性：这需要从零搭建成熟的精细化学合成产业，不仅耗资巨大（预计需 1000-1200 亿卢布），且耗时漫长（新建产线需 3-5 年）。尽管在肿瘤、抗生素等战略关键领域能取得进展，但要在 2030 年前实现全治疗领域的 API 广泛自给，基本不具备可行性。这也为 “友好国家”（尤其是印度）的 API 供应商创造了长期机遇，使其能更深层次融入俄罗斯供应链。 2. For a foreign company that has already invested in a local manufacturing plant, what are the primary long-term risks beyond geopolitical tensions? 2. 对于已在俄投资本土生产工厂的外资企业，除地缘政治紧张外，还面临哪些核心长期风险？ For a foreign company with physical assets in Russia, the primary long-term risks shift from market access to operational and strategic autonomy. The first risk is supply chain isolation, where obtaining specialized foreign-made manufacturing equipment, spare parts, and high-quality raw materials becomes increasingly difficult and costly due to sanctions and logistical hurdles. The second major risk is “creeping expropriation” or forced partnerships. While outright nationalization is unlikely for most, the government could use regulatory pressure, tax audits, or other means to compel the foreign owner to sell a stake to a state-approved local partner, effectively turning a wholly-owned subsidiary into a joint venture where the Russian partner holds significant influence. Finally, there is the risk of an innovation blockade, where the local subsidiary is cut off from the parent company’s global R&D pipeline, preventing it from introducing new, next-generation products and causing it to fall behind domestic competitors who are actively innovating. 对于在俄拥有实体资产的外资企业而言，其核心长期风险已从市场准入转向运营与战略自主权。一是供应链孤立风险：受制裁和物流阻碍影响，企业获取进口专用生产设备、零配件及高品质原材料的难度和成本会持续攀升；二是渐进式征用或强制合资风险：尽管大规模国有化概率较低，但政府可能通过监管施压、税务稽查等手段，迫使外资方将部分股权出售给官方认可的本土企业，导致全资子公司沦为俄方拥有重大话语权的合资企业；三是创新封锁风险：本土子公司可能被切断与母公司全球研发管线的联系，无法引入新一代创新产品，最终被积极布局创新的本土竞品拉开差距。 3. How does the “Bolar Provision” in Russian patent law affect generic entry strategies? 3. 俄罗斯专利法中的 “博拉尔条款” 会对仿制药入市策略产生何种影响？ The “Bolar Provision,” established by Russian court precedent, is a critical factor for generic strategy. It allows generic manufacturers to conduct the necessary research and development, including manufacturing test batches of a drug and submitting them for regulatory approval, before the originator’s patent expires, without this activity being considered patent infringement. This is a significant advantage for generic companies, as it allows them to complete the lengthy registration process and be ready for immediate commercial launch the day after the patent expires. For originator companies, this means that the period of market exclusivity is sharply defined; there is no grace period after patent expiry. It makes proactive lifecycle management and the strategic use of eligible Patent Term Extensions (PTEs) even more critical to maximizing the value of an innovative asset. 俄罗斯司法判例确立的 “博拉尔条款”，是仿制药企业制定入市策略的核心考量。该条款允许仿制药厂商在原研药专利到期前，开展必要的研发工作（包括生产药物测试批次、提交监管审批），且此类行为不被认定为专利侵权。这对仿制药企业是重大利好，使其能提前完成漫长的注册流程，在专利到期次日即可实现产品商业化上市。而对原研药企而言，这意味着市场独占期的界限被严格划定，专利到期后无任何缓冲期，因此主动开展产品生命周期管理、战略性运用合规的专利期限延长（PTE）政策，对最大化创新资产价值而言变得愈发关键。 4. With the rise of e-commerce pharmacies like Apteka.ru, is it possible for a foreign company to bypass traditional distributors and pursue a direct-to-consumer or direct-to-pharmacy model? 4. 随着Apteka.ru等医药电商崛起，外资企业能否绕过传统分销商，直接开展直面消费者（D2C）或直供药店的业务模式？ While the e-commerce channel, which now accounts for 14% of the retail market, appears to offer a more direct route to consumers, bypassing the powerful traditional distributors remains extremely difficult and risky for most foreign companies. The sheer scale of Russia makes physical logistics a monumental task. Dominant distributors like Protek and Katren have vast, established networks of warehouses and transportation that are difficult to replicate. Furthermore, these distributors have deep-rooted relationships with the tens of thousands of individual pharmacy chains and independent pharmacies. Attempting to build a direct-to-pharmacy network would be incredibly capital-intensive and would likely face significant resistance from the established players. A more viable strategy is to partner with these major distributors while developing a complementary and sophisticated digital marketing strategy that drives consumer demand specifically to the e-commerce platforms they supply. 尽管医药电商已占据 14% 的零售市场份额，看似为企业提供了更直接的触达消费者渠道，但对多数外资企业而言，绕过实力雄厚的传统分销商仍难度极大且风险颇高。俄罗斯国土面积广袤，自建物流体系的难度超乎想象；而 Protek、Katren 等头部分销商已拥有成熟庞大的仓储和运输网络，其规模难以被复制。此外，这些分销商与数万家连锁及单体药店建立了根深蒂固的合作关系，外资企业若试图自建直供药店网络，不仅需要巨额资本投入，还极易遭到现有市场玩家的抵制。更可行的策略是与大型分销商合作，同时制定配套的精细化数字营销策略，引导消费者需求流向其合作的电商平台。 5. Given the emphasis on generics and cost-containment, is there still a viable market for high-priced, innovative orphan drugs for rare diseases in Russia? 5. 俄罗斯市场高度重视仿制药和成本控制，高价创新罕见病孤儿药是否仍有生存空间？ Yes, there is a viable, albeit complex, market for innovative orphan drugs. While the overall system is geared towards cost-containment, the Russian government also has specific federal programs dedicated to providing access to treatment for patients with rare and high-cost diseases, such as the “14 High-Cost Nosologies” program. The state recognizes that domestic companies currently lack the R&D capabilities to produce many of these highly specialized medicines, creating a continued, albeit niche, role for imports. For a foreign company with a breakthrough orphan drug, the strategy involves early and deep engagement with the Ministry of Health, patient advocacy groups, and key opinion leaders to demonstrate the drug’s clinical value and the economic benefits of treating the disease. Gaining inclusion in a state-funded reimbursement program is the ultimate goal. However, these products are also prime targets for future domestic development by companies like BIOCAD, so the window of import-driven opportunity may be limited. 答案是肯定的，创新孤儿药虽面临复杂环境，但仍有可行市场。尽管俄罗斯医疗体系整体以成本控制为导向，政府却也设有专项联邦项目（如 “14 类高价病种” 项目），保障罕见病和高价病患者的用药可及性。政府也明确意识到，本土企业目前缺乏多数高规格罕见病药物的研发能力，因此进口药仍能占据一席之地（尽管是小众市场）。对拥有突破性孤儿药的外资企业而言，核心策略是尽早与俄卫生部、患者权益组织及关键意见领袖深度对接，论证药物的临床价值和治疗疾病的经济效益，最终目标是纳入政府报销体系。但需注意的是，BIOCAD 等本土企业已将此类药物列为未来研发重点，进口药的市场窗口期或较为有限。