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BMA201 OFFSHORE 1.10
TUTORIAL CASE STUDIES
1.Please note case studies available in the prescribed textbook (1, 3, 5, 7, 9, 10, &
11) are not included below. These should be copied from the prescribed textbook
if required. See the study schedule for page details.
2.Copies of the tutorial case studies not in available in the prescribed text are
provided below. Sources:
?Robbins, S. P., Judge, T. A., Millett, B. & Waters-Marsh, T. 2004.
Organisational behaviour (4th edn). Frenchs Forest: Pearson Education
Australia.
?Robbins, S. P. & Judge, T. A. 2009. Organisational behaviour (13th edn).
Upper Saddle River: Pearson Education.
Dr Wayne O’Donohue
Lecturer-in-charge
December 2009
TUTORIAL CASE STUDY 2 – ‘Professional Sports: Rewarding and Punishing the Same Behavior?’ (Robbins & Judge, 2009, p. 69)
Baseball Commissioner Bud Selig is feeling the heat, but not the kind a 90-mile-per-hour fastball brings. He has been facing allegations that many players, including some of Major League Baseball’s biggest stars, are using steroids to enhance their performance. When Congress intervened, Selig stated that the league’s policy on steroids was “as good as any in professional sports.” The policy? Random drug testing, with a 10-day suspension for first-time offenders. Congress and the general public were not satisfied. So, Selig announced that he would attempt to adopt a tougher “three strikes and you’re out” policy: a 50-game suspension for the first offense, a 100-game suspension for the second, and a permanent ban from baseball for the third. Players may incur fines as well. Not only does Selig intend on exercising a stricter policy, but other professional sports leagues such as the NFL and NBA, are promising to improve their drug-testing policies as well.
But here’s the problem: The same system that punishes those who take performance-enhancing drugs may also reinforce such behavior. Major League Baseball appears to be genuinely interested in eliminating the use of steroids in professional baseball, but is has yet to implement a stricter policy. And the current repercussions for players may not serve as a strong deterrent. A fine of $10,000 or a 10-day suspension may be a relatively minor setback compared to the millions that can be earned for becoming an all-star power hitter.
Take Rafael Palmeiro as an example. He tested positive for steroids. Though Palmeiro insists that he inadvertently took steroids, the type that was found in his system (stanozolol) is not the kind found in dietary supplements. His punishment: Palmeiro received a 10-day suspension, forfeited $167,000 of his $3 million salary, and a banner celebrating his 3,000th hit was removed from Camden Yards.
Now consider players such as Barry Bonds and Mark McGuire demonstrate the rewards of becoming a power hitter. Both players broke the major league record for the most home runs hit in a single season—first McGuire, then Bonds—eclipsing the record set by Roger Maris in 1961. Although there is speculation that both players had taken performance-enhancing drugs, to date their records are clean (though Bonds admitted to taking steroids without knowing it at the time). In addition to the exorbitant salaries both players received, the players were on the front pages of newspapers across the country. They became larger than life. And the rewards of hitting more than 70 home runs in a single season are not limited to the players. Revenues from increased game attendance and sports merchandise, as well as helping to build the team’s popularity and success, to local business revenues are all incentives for players to perform at high levels and for owners to reward these players.
In the NFL, the punishments are stiffer. For a first offense, players face a four-game suspension and a loss of salary for the amount of games missed. However, is this punishment strong enough to deter steroid use? Apparently not. Consider the three members of the Carolina Panthers who reportedly used steroids weeks before their trip to the 2004 Super Bowl. Although a four-game suspension can mean a large loss of income (the average NFL salary tops $1 million), such punishment still may not
deter steroid use because the money that can be made from endorsements and winning the Super Bowl can far exceed players’ salaries.
It appears that professional sports may be trying to have their cake and eat it too. As we have seen, behavior that may lead individuals and teams to fame and fortune may also be behavior that demands punishment.
Questions
1.What type of reinforcement schedule does random drug testing represent? Is this
type of schedule typically effective or ineffective?
2.What are some examples of behaviors in typical organizations that supervisors
reward but may actually be detrimental to others or to the organization as a whole? As a manager, what might you do to try to avoid this quandary?
3.If you were the commissioner of baseball, what steps would you take to try to
reduce the use of steroids in baseball? Is punishment likely to be the most effective deterrent? Why or why not?
4.Is it ever “okay” to allow potentially unethical behaviors, which on the surface
may benefit organizations, to persist? Why or why not?
TUTORIAL CASE STUDY 4 – ‘A Diamond Personality’ (Robbins & Judge, 2009, pp. 131-132)
Ask Oscar Rodriguez about the dot-com burst and he may grin at you as if to say, “What burst?” Rodriguez, a 38-year old entrepreneur, owns an Internet business that sells loose diamonds to various buyers. Business is booming for Rodriguez. In 2004, he had sales of $2.06 million—a 140 percent increase from 2003. Rodriguez’s database of almost 60,000 diamonds is one of the largest and is valued, according to Rodriguez, at over $350 million. Needless to say, Oscar Rodriguez is optimistic about his business venture.
The future wasn’t always so bright for Rodriguez, however. In 1985, Rodriguez moved from his native country, Puerto Rico, to Gainesville, Florida, with little ability to speak English. There, he attended community college and worked at the local mall to support himself. After graduation, his roommate’s girlfriend suggested that he work at a local jeweler. “I thought she was crazy. I didn’t know anything about jewelry,” says Rodriguez, who took her advice. Though he worked hard and received his Diamonds and Diamonds Grading certification from the Gemological Institute of America, he wasn’t satisfied with his progress. “I quickly realized that working there, I was just going to get a salary with a raise here and there. I would never become anything. That drove me to explore other business ventures. I also came to really know diamonds—their pricing and their quality.”
In 1997, tired of working for someone else, Rodriguez decided to open his own jewelry store. However, business didn’t boom. “Some of my customers were telling me they could find diamonds for less on the Internet. It blew my mind.” Rodriguez recognized an opportunity and began contacting well-known diamond dealers to see if they would be interested in selling their gems online. Rodriguez recalls one conversation with a prominent dealer who told him, “You can not sell diamonds on the Internet. You will not survive.” Discouraged, Rodriguez then says that he made a mistake. “I stopped working on it. If you have a dream, you have to keep working harder at it.” A year later, Rodriguez did work harder at his dream and found a dealer who agreed to provide him with some diamonds. Says Rodriguez, “Once I had one, I could approach others. Business started to build. The first three months I sold $200,000 worth of diamonds right off the bat. And that was just me. I started to add employees and eventually closed the jewelry store and got out of retail.”
Although Rodriquez does have some diamonds in inventory, he primarily acts as a connection point between buyers and suppliers, giving his customers an extraordinary selection from which to choose. Rodriguez is now a savvy entrepreneur, and his company, https://www.doczj.com/doc/b416665273.html,, went public in October 2003. Why is Rodriguez successful? Just ask two people who have known Rodriquez over the years. Gary Schneider, a realtor who helped build Rodriguez’s building, says, “Oscar is a very ambitious young man. I am not surprised at all how successful he is. He is an entrepreneur in the truest sense of the word.” One of Rodriguez’s former real-estate instructors, Howard Freeman, concurs. “I am not surprised at all at his success,” says Freeman. “Oscar has always been an extremely motivated individual with a lot of resources. He has a wonderful personality and pays close attention to detail. He also has an ability to stick to things. You could tell from the beginning that he was going to persevere, and I am proud of him.” Rodriguez is keeping his success in perspective, but he also realizes
his business’ potential: “I take a very small salary, and our overhead is $250,000 a year. I am not in debt, and the business is breaking even. I care about the company. I want to keep everything even until we take off, and then it may be another ball game.”
Questions
1.What factors do you think attributed to Rodriguez’s success? Was he merely “in
the right place at the right time,” or are there characteristics about him that
contribute to his success?
2.How do you believe Rodriguez would score on the Big Five dimensions of
personality (extraversion, agreeableness, conscientiousness, emotional stability, openness to experience)? Which ones would he score high on? Which ones might he score low on?
3.Do you believe that Rodriguez is high or low on core self-evaluations? On what
information did you base your decision?
4.What information about Rodriguez suggests that he has a proactive personality?
TUTORIAL CASE STUDY 6 – ‘WHAT DRIVES EMPLOYEES AT MICROSOFT?’ (Robbins et al, 2004, pp. 194-195)
The reality of software development in a huge company like Microsoft (it employs more than 48,000 people) is that a substantial portion of your work involves days of boredom punctuated by hours of tedium. You basically spend your time in an isolated office writing code and sitting in meetings during which you participate in looking for and evaluating hundreds of bugs and potential bugs. Yet Microsoft has no problem in finding and retaining software programmers. Their programmers work horrendously long hours and obsess on the goal of shipping product.
From the day new employees begin work at Microsoft, they know they are special and that their employer is special. New hires all have one thing in common—they are smart. The company prides itself on putting all recruits through a gruelling “interview loop,” during which they confront a barrage of brain-teasers by future colleagues to see how well they think. Only the best and the brightest survive to become employees. The company does this because Microsofties truly believe that their company is special. For instance, it has a high tolerance for nonconformity. Would you believe that one software tester comes to work every day dressed in extravagant Victorian outfits? But the underlying theme that unites Microsofties is the belief that the firm has a manifest destiny to change the world. The least consequential decision by a programmer can have an outsized importance when it can effect a new release that might be used by 50 million people.
Microsoft employees are famous for putting in long hours. One program manager said, “In my first five years, I was the Microsoft stereotype. I lived on caffeine and vending-machine hamburgers and free beer and 20-hour workdays. . . . I had no life. . . . I considered everything outside the building as a necessary evil.” More recently, things have changed. There are still a number of people who put in 80-hour weeks, but 60- and 70-hour weeks are more typical and some even are doing their jobs in only 40 hours.
No discussion of employee life at Microsoft would be complete without mentioning the company’s lucrative stock option program. Microsoft created more millionaire employees, faster, than any company in American history—more than 10,000 by the late-1990s. While the company is certainly more than a place to get rich, executives still realise that money matters. One former manager claims that the human resources’ department actually kept a running chart of employee satisfaction versus the company’s stock price. “When the stock was up, human resources could turn off the ventilation and everybody would say they were happy. When the stock was down, we could give people massages and they would tell us that the massages were too hard.” In the go-go 1990s, when Microsoft stock was doubling every few months and yearly stock splits were predictable, employees not only got to participate in Microsoft’s manifest destiny, but they could get rich in the process. By the spring of 2002, with the world in a recession, stock prices down, and the growth for Microsoft products slowing, it was not so clear what was driving its employees to continue the company’s dominance of the software industry.
Questions:
1.If you were a programmer, would you want to work at Microsoft? Why or why
not?
2.How many activities in this case can you tie into specific motivation theories? List
the activities, the motivation theories, and how they apply.
3.As Microsoft continues to get larger and its growth rate flattens, do you think
management will have to modify any of its motivation practices? Elaborate.
TUTORIAL CASE STUDY 8 – ‘CAN A LEADER’S MEANS JUSTIFY THE ENDS?’ (Robbins et al, 2004, p. 355)
Jack Welch is almost a household name in business circles due mainly to the books written about his time with the multinational giant General Electric (GE). By any objective measure, Jack Welch’s 20-year reign as CEO of GE would have to be called an overwhelming success. When Welch took over the head job at GE, the company had a market value of $US13 billion. When he retired in 2001, the company was worth $US400 billion. Its profits in 2000 of $US12.7 billion were more than eight times the $US1.5 billion it earned in 1980. Welch’s performance paid off for shareholders. Including dividends, the value of GE shares rose an average of 21.3 percent a year since he took over. This is compared with about 14.3 percent for the
S&P 500 during the same period.
How did Welch achieve such success? On a strategic level, he redefined GE’s objectives for every business in which it operated. He said GE would either be No. 1 or No. 2 in all businesses or get out of them. He dropped those with low growth prospects, such as small appliances and TVs, while expanding fast-growth businesses such as financial services and broadcasting. During his tenure as CEO, Welch oversaw 933 acquisitions and the sale of 408 businesses. He was obsessed with improving efficiency, cutting costs and improving performance. To achieve these ends, Welch completely remoulded his leadership style – impatient, aggressive and competitive.
In the 1980s as Welch began his remaking of GE, he picked up the name of ‘Neutron Jack’ – a playoff of the neutron bomb which kills people but leaves buildings standing. Welch cut more than 100,000 jobs – a fourth of GE’s workforce – through mass layoffs, divestitures, forced retirements, and relocating US jobs to overseas locations with cheaper labour. He pressured his managers and the employees who remained to drive themselves to meet ever-more-demanding efficiency standards. He was blatantly impatient when things didn’t move very rapidly. For example, a former technical worker at a GE plant that makes industrial drives says his unit set aggressive goals every year. ‘We would meet and beat those goals, but it was never good enough. It was always, “We could have done more.” We felt the philosophy at GE was that they could replace us in a heart beat.’ To reinforce the competitive environment, Welch established a comprehensive performance evaluation and ranking system for managers. Outstanding managers were highly rewarded, while those at the bottom of the annual rankings were routinely fired.
Welch’s demanding goals and penchant for closing down poor-performing units upended the lives of thousands of employees and severely strained the bonds between the company and many of the communities in which it operated. There also a number of scandals that emerged under Welch’s watch at GE. These ranged from the company’s 1985 admission that it had submitted time cards for too much overtime on government contracts, to the 1994 bond-trading scandal at its former Kidder Peabody & Co investment banking unit.
Welch’s style was a blend of restlessness, bluntness, sarcasm, emotional volatility and teasing humour. As one former GE vice-chairman said about Welch, ‘Even when he has fun, he’s driving himself. He won’t give up till he has won, whatever he does.’
Welch regularly put in days of 12 hours or more, but he expected the same kind of dedication from his employees. When he got angry, he could lash out with personal attacks that sometimes left shamed managers hurt and speechless.
Questions
1.Describe Welch’s leadership style using (a) the Ohio State dimensions, (b) the
managerial grid, and (c) LMX theory.
2.Assess Welch’s leadership effectiveness as assessed by (a) stockholders, (b) GE
managers, (c) GE employees, and (d) communities where GE operations are located.
3.Would you describe Jack Welch as a successful leader at GE? Explain.
4.How would you rate the ethics of Welch’s leadership?
5.Would you have wanted to work for Jack Welch? Why or why not?
TUTORIAL CASE STUDY 12 – ‘KINGAROY ART & CARD COMPANY’ (Robbins et al, 2004, p. 600)
Tammy Reinhold didn’t believe the rumours. Now that the rumours were confirmed, she was in denial. “I can’t believe it,” she said. “I’ve worked as a greeting-card artist here for 17 years. I love what I do. Now they tell me that I’m going to have to do all my work on a computer.” The company’s other two artists, were just as concerned. Each had graduated from art school near the top of their class. They chose the company, which had been around for more than 50 years, because of its reputation as a good place to work.
Kingaroy Art & Card Company is a small maker of greeting cards and specialty wrapping paper. It has modest resources and modest ambitions. Management has always pursued progress slowly. Maybe that’s why it was so late in introducing computerised technology to its production operations. Courtland Gray, the company’s owner, called Tammy, Mike, and Maggie into his office this morning. He told them about the changes and acknowledged that the three were going to have a lot to learn to be able to do all their work on computers. But he stressed that the changes would dramatically speed up the art-production and result in significant cost savings. He offered to send the three to a one-week course specifically designed to train artists in the new technology. Technology was coming to Wisconsin Art & Greetings and there wasn’t much Tammy could do about it. Other than complain or look for another job! Questions
1.Explain Tammy’s resistance.
2.Evaluate the way Courtland Gray handled this change.
3.What, if anything, would you have done differently if you had been Gray?
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责任公司黄寺药店 西城区德外大街27号62384500宣武区： 1．北京同仁堂宣武药店宣武区广安门内大街306号 6号楼（医保定点药店、宣武 区双信单位） 83528399 2．北京同仁堂连锁药店广安 门外药店 宣武区广外车站西街17号63392735 3．北京同仁堂连锁药店有限 责任公司虎坊桥药店 宣武区珠市口西大街248号63163655 4．北京同仁堂股份有限公司 同仁堂药店 宣武大栅栏24号63014883 5．北京同仁堂股份有限公司同仁堂药店一分店宣外大街8号（庄胜崇光百 货地下一层） 63102754 6．北京同仁堂老年保健服务 部 宣武大栅栏24号63028447 7．北京同仁堂连锁药店有限 责任公司珠市口药店 宣武珠市口大街23号63026085 8．北京同仁堂连锁药店有限 责任公司南横街药店 宣武区南横街四平园8号楼3547807 9．北京同仁堂连锁药店有限责任公司和平门药店宣武区前门西大街8号楼左 侧10号楼 83162451 崇文区： 1．北京同仁堂连锁药店有限责任公司天坛东侧路药店崇文区天坛东里中区25楼 （中国棋院对面） 67027236 2．北京同仁堂连锁药店有限责任公司打磨厂药店崇文区崇文西打磨厂3号1 层 67012881 3．北京同仁堂崇文门药店有 限责任公司 崇文区崇文门外大街42号67187464 4．北京同仁堂崇文门药店有 限责任公司分店 崇文区崇文门外大街16号67186332
引言：同仁堂，是提起中药，许多人都会不约而同想到的名字。他历经数代，发展成为国内最负盛名的老药铺。然而在现如今这个经济全球化的时代，同仁堂又是如何与时俱进，成功实现跨国经营，带领中药走向世界的呢 案例简述：北京同仁堂是我国中药行业著名的老字号，其产品以“配方独特，选料上乘，工艺精湛，疗效显著”而享誉国内外。通过上百年来产品的多样化和工艺的稳定性，打造出了同仁堂独具特色的品牌优势与技术优势，形成其内在的核心竞争力。在跨国发展的道路上他坚持传统的制药特色，凭借其原材料良好的质量保证以及制药精益求精的精神，使得消费者对其产品产生牢固的信任。 SWOT 分析： 1同仁堂国际化三部曲分析 同仁堂在发展过程中，发挥其优势，以循序渐进，具有自主技术和品牌的国际化经营战略发展模式向前发展着。这一模式主要分为三个阶段：1.以品牌与技术优势开拓国际市场。2.海外投资控股。3.抓住机遇，发展跨国经营。 第一步，以品牌与技术优势开拓国际市场。同仁堂是中国中药的第一品牌，是业内的老字号，其300余年中时刻恪守“炮制虽繁必不敢省人工，品味虽贵必不敢减物力”的古训以及“修合无人见，存心有天知”的自律意识使得同仁堂金字招牌的经久不衰具有强势的品牌优势，因此才能赢得消费者们的青睐。在海外开拓市场的过程中，同仁堂注重品牌优势所带来的影响，加大自身宣传力度。由于海外华人与中国同宗同源，文化理念接近，所以，先天的脐带效应也使得他们顺理成章的接受中药，然后以此为中心向外扩散，最终进入其他国家市场。同仁堂的300年历史中不断完善自己的技术，形成了独有的完整的中医药理论体系，技术资源。同时，在市场经济的大趋势下，同仁堂明确自己的改进方向，创立了自己的医药创新团队和体系，在中医理论的指导下，利用西药的科研技术，使得中药发生质的蜕变，从而与其他国家接轨。 1993年起，同仁堂相继在香港开办了母公司及四家子公司，同仁堂以其品牌与独到的技术作为无形资产的形势入股，在合资公司投资总额中占一定份额。并凭借合资公司的开办，使同仁堂开拓出一条属于自己的，以“品牌，技术”投资为核心的海外拓展之路，为此后海外投资开办控股公司奠定了基础。 第二步，海外投资控股。同仁堂通过在海外与其他公司共同合资建立海外合资企业，让合资企业在当地进行产品生产和国际研发。以这种方式进入海外市场具有一定的优势。首先，对于当时的同仁堂来说这是一种较为安全的方式，这种方式不仅可以帮助同仁堂节省资金，同时还可以大幅降低投资风险。其次，对于初入其他国家市场的同仁堂来说，需要一个“引路人”来帮助他们在他国法律法规的规定下融入当地市场。最后，在合作过程中，同仁堂还可以借助其拥有的庞大的网络来拓展自身业务。 第三步，抓住机遇，发展跨国经营。我国加入WTO后，伴随着外资企业的大量涌入，我国传统行业受到了严重冲击的同时，也为其打开了通往国际的大门。中医药国际认可度的提高及中医药专业机构和人员在国外的迅猛发展，同仁堂走向世界指日可待。随着电子商务的兴起，网络新经济时代的来临，同仁堂也集中了一批网络人才，积极介人电子商务领域，全方位、多角度面向国际市场，充分利用网络高速度传播信息的特点，积极宣传同仁堂，让人们意识到这是一家具有创新意识，与时俱进的公司，吸引消费者与国际知名公司的眼球，从而为自己进一步打开国际市场奠定了良好的基础。除此之外，同仁堂在一些国家或地区办特许经营连锁店，建立中药分装加工厂，设立办事处等，使中药更加贴近国际市场的同时，还在
同仁堂药品价格 药品名称规格生产企业包装 规格 单 位参考价 散寒活络丸3g*10丸京同仁堂科技80 盒8.81 阿胶250g 250g 京同仁堂科技60 盒168.00 小儿感冒颗粒12g*6袋京同仁堂科技100 盒8.40 安宫牛黄丸(金衣) 3g 京同仁堂股份48 盒350.00 清眩丸6g*10丸京同仁堂股份100 盒8.00 小儿百寿丸3g*10丸京同仁堂股份100 盒45.00 羚翘解毒丸# 9g*10丸京同仁堂科技50 盒11.00 除痰止嗽丸6g*10丸京同仁堂股份100 盒14.00 小儿至宝丸 1.5g*10丸京同仁堂股份100 盒9.20 调经丸9g*10丸京同仁堂股份50 盒24.70 阿胶500g 京同仁堂科技40 盒332.00 河车大造丸9g*10丸京同仁堂股份50 盒23.00 五粒回春丸5丸*4瓶京同仁堂科技100 盒13.80 小儿清热宁颗粒4g*10袋京同仁堂科技100 盒13.00 小儿珠黄散 1.5g*10袋京同仁堂股份100 盒66.00 活胃散75g 京同仁堂股份50 瓶 6.90 活血止痛散3g*10瓶京同仁堂股份100 盒20.00 小儿香橘丸3g*10丸京同仁堂股份100 盒19.00 紫金散3g 京同仁堂股份1000 瓶13.40 板蓝根糖浆60ml 京同仁堂科技160 支 5.60 秋梨润肺膏50g 京同仁堂科技100 盒9.30 导赤丸3g*10丸京同仁堂股份100 盒17.00 骨刺消痛液300ml(带套) 京同仁堂股份24 瓶26.00 同仁乌鸡白凤口服液10ml*10支京同仁堂股份50 盒20.00 牛黄解毒丸3g*10丸京同仁堂科技100 盒 6.50 小儿感冒口服液10ml*10瓶京同仁堂科技40 盒22.80 牛黄抱龙丸 1.5g*10丸京同仁堂股份100 盒23.00 回生第一散1g*10瓶京同仁堂股份100 盒79.00 止咳橘红口服液10ml*10支京同仁堂股份50 盒18.00 七厘散3g 京同仁堂股份100 瓶 6.40 舒肝和胃丸180s 京同仁堂科技120 盒8.30 养阴清肺膏100g 京同仁堂科技48 瓶18.60 冠心苏合滴丸40mg*90粒京同仁堂股份500 盒20.00 舒肝止痛丸 4.5g*10袋京同仁堂科技60 盒12.00 健步强身丸600粒（60g）京同仁堂股份100 盒11.40 塞隆风湿酒（带套）300ml(精装) 京同仁堂股份12 瓶86.00 理气化瘀口服液10ml*60支京同仁堂民安10 盒228.00 木瓜丸240粒京同仁堂科技120 瓶12.00
北京同仁堂十大养生茶方 1、乌发茶 组成：何首乌2克、女贞子2克、黑大豆2克、墨旱莲2克、人参叶2克。 用途：具有补肝肾乌须发作用。 用法：一天一剂，煎服。 2、养颜茶 成分：灵芝2克、生玉竹2克、麦冬2克、七彩花1克、千日红0.75克、藏红花0.1克。 用途：具有养颜、助睡眠、提亮肤色、减压的作用。 用法：沸水冲泡、泡淡为止。 3、亮肤茶 原料：当归3克、炒白芍3克、甘草4克、西洋参1块、桃仁3克大枣3枚。 用途：具有养血、活血、祛瘀的作用，长期用“由内养外”改善肤色。 用法：沸水冲泡，泡淡为止。 4、荷叶饮 成分：山楂5克、荷叶5克、薏仁米3克。 用途：山楂、荷叶、薏仁米具有清暑利湿、美容瘦身，消食健胃的作用。 用法：沸水冲泡、泡淡为止。 5、决明子苦丁茶 成分：决明子8克、苦丁茶10克、甘草2克。 用途：具有清热降火、平肝明目、调血脂、调血压的作用特有高血压的老人。 用法：沸水冲泡、泡淡为止。 6、洋参石斛饮 成分：铁皮石斛2克、西洋参2克、枸杞子3克。 用途：饮用可补益脾胃，护肝利胆增强体质滋养皮肤，促进循环，明目亮眼。 用法：沸水冲泡、泡淡为止。 9、三花清凉茶 成分：金银花2克、枸杞子2克、甘草1克、黄贡菊2朵、白贡菊1朵。 用途：具有清热解毒、平肝明目的作用。适用于压力大情绪容易激动，面部烘热，口燥咽乾的人群。用法：沸水冲泡、泡淡为止。 10、双花洋参饮 原料：西洋参2克、金银花2克、贡菊2朵、麦冬3克、甘草2克。 用途：具有清热、益气、养阴的作用，适用于易疲劳，易上火人士。 用法：沸水冲泡，泡淡为止。 瓜蒌仁10~15克，捣碎，当归10~15克，再加水200毫升，煮开后，把药汤喝下。如果你觉得麻烦，也可以在药店把瓜蒌仁、生当归各10克打成粉末，分量装入0号胶囊，一天2次，每次口服4粒。这是我最常用的一个配方。 5.茴香无花果饮。无花果2个，小茴香9克，同水煎服，每日2次。可用于疝气，有温中散寒功效。1.茴香香乳煎。大、小茴香各9克，香乳少许，同水煎。每日1次，饮服后取汗。有温阳散寒之功，适用于小肠疝气坠痛。 2.荔枝粥。荔枝核30克，粳米50克。先煎荔枝核，取汁，入粳米煮粥，任意食用。有温中、理气、止痛功效，可用于寒疝气痛、小腹冷痛等症。 3.纸煨麻雀。生雀3只，茴香9克，胡椒3克，缩砂仁、肉桂各6克，酒适量。将生麻雀去毛及内脏，
六味地黄软胶囊（丸）：它可以治疗20个科的350种病。（1）1,有类似于人参和促肾上腺素功能亢进的作用。2,提高免疫功能。3,抗肿瘤（起到扶正祛邪，但没有直接杀死癌细胞的作用）。4,可以减轻手术后化疗所带来的痛苦，配补肾强身片、安神健脑液更好。5改善精液质量。6,有协同降血压、血脂、血糖作用。7增加肝功能解毒作用。8调理钙和磷的比例，治疗碎骨病，老年人骨质疏松。9,促使血液生成。10,治疗M型糖尿病（特点：毁容）。11,解决癌前病变（皮肤、阴道、食道）。12,治疗早衰、早死。 （2）1,维生素，有解毒、开胃作用。相当于中药中的六味地黄丸。 2,激素，能治疗二百多种病。相当于中药中的六味地黄丸（植物激素）。 3,阿斯匹林－镇痛剂。相当于中药成中的六味地黄丸。 （3）阳虚、感冒发烧、脾虚、痰盛的人不能服用六味地黄丸。 杞菊地黄丸：主要配合治疗：1,眼底病、早期青光眼、白内障。2,头晕。3，结肠炎（直肠炎），加阑尾消炎丸、周氏回生丸。 知柏地黄丸：主要配合治疗：1,药物中毒性耳聋。2,甲状腺机能亢进。3,前列腺炎。 麦味地黄丸：主要配合治疗：1,老年慢性肺部疾病。2,三干综合症。3，肾炎、肺出血综合症，上吐血、下泻血。 金匮肾气丸：主要配合治疗：1,慢性肾炎、前列腺炎、肥大，小儿尿床。2甲状腺机能低落。 归芍地黄丸：1,慢性肾炎综合症。2,慢性肝炎（有症状，但化验正常）3,脚后跟疼，加跌打丸外用（跌打丸用法：将跌打丸用50ml的黄酒加热拌均，先用液体将疼痛处擦红，再用固体敷上一夜；三天做一次，四次为一疗程）。 感冒（古代称：上呼吸道感染，宋朝以前称伤风（轻）、伤寒（重））此乃万病之源。分三种：一，普通感冒，有270种，免疫力7天。 二，流感 三，禽流感（该疫苗对其他不起作用） 普通感冒分四种：（1）,风寒感冒：病症：恶寒重，发热轻，怕冷，清水鼻涕，咳痰稀白，嗓痒，有冲血没有化脓，扁肿（六岁以内儿童扁肿属正常）。 成人：感冒清热颗粒+板兰根颗粒，或感冒软胶囊、感冒水(该药发汗力较强，有效成分含量高) +板兰根颗粒（此方更适合干重活的人），服用三天以后若不见好，就要到医院检查。更严重：解热感冒片，周身疼痛：感冒退烧片。咳嗽重：卫生宝丸。 小儿：38度以内：儿感清口服液，38度以上：小儿清感灵片。 （2）,风热感冒：发热重，恶寒轻，鼻涕黄浓，痰，黄稠、粘，嗓疼，口臭，便干。 成人：初期：首选羚羊感冒片（发热重）、桑菊感冒片（咳嗽重）。中期：38度以内：银翘解毒丸（有预防作用，片需加量，一至二倍），38度以上：羚翘解毒片丸（无预防作用），注意该药可能会引起出血性膀胱炎，皮肤过敏，停药后恢复。 小儿：38.5度以内首选小儿感冒口服液、小儿感冒颗粒，大于38.5度：儿童清热口服液、 小儿退热口服液、小儿清热宁颗粒、百寿丹。 （3），流行性感冒（古时中医称：时令、时疫、时行、瘟病），它是风热感冒的特殊类型，比风热感冒重，时间长。成人：1,板兰根颗粒2,羚羊感冒片3,清瘟解毒片4，牛黄清热胶囊（用 该药病人必须大于39度），5,清热解毒口服液。小儿：小儿解表颗粒、儿童清热口服液、小儿清解颗粒、六合定中丸、紫金散、四正丸、 （4）,暑湿感冒也叫夏日的风寒感冒，具有明显的季节性，在6.7.8月。 症见：1,恶心2,呕吐3,拉稀4,汗出而热不解 成人：霍香正气水：6－8分钟起效，杀菌强，外用治疗痱子、梅菌性湿疹。
XX堂药店 所属于栏目：生产管理 作者：案例中心 关键字：XX堂创新资源整合群体/组织重构 案例发生日期：2000 案例内容： 全国的中华老字号,首都的京城老字号这些年变化得让人感慨良多。一些人思古恋古声称：老字号越老越值钱；一些人因时变事变则呼吁，救救老字号。市场经济大潮浩浩荡荡，顺之者昌，逆之者亡。同今天的名牌企业群星中必将磨砺出明天的老字号一样，今天的老字号必然分化，一些殒灭一些再生，都是不可避免的。 历史的进化只能如是。 一、穿越时空隧道的新生
市场有情呵护亦或无情淘汰的关键：其人其思及其所为。 1993年秋，李广辉，正是在这样的时刻，走进汇聚众多老字号的前门大栅栏，出任XX堂药店总经理。三十六、七岁是这样的年龄：由青少年狂热猛浪进到直面现实的大胆果决；善于筹划而不陷老者易染的圆滑世故。面对来自各方面的挑战与机遇，让人吃惊的是：饱含XX堂情结的李广辉，新官上任的第一步骤居然是：拆毁XX堂，重建XX堂。 李广辉及其主要助手，边跑规划、设计、资金；边迁移营业区，照常接待新老顾客。看他那和销售小姐并肩忙碌的笑脸，看他与有关人士检查建筑施工的身影，看他进出规划审核部门的脚步，看他与银行负责人商讨资金方案的表情，如果认为表帅作用可以提升销售额，加快施工进度，这就是最高决策者的全部，那则是大大片面化的误解。 在激烈的市场竞争中，现代最高决策者的重头戏，不在前台在幕后，轻表相而尤其专重内功。李广辉高层公关策划、实施的至高之点在于：重X新店的规模扩X，挖堀、开发历史无形资产的潜在含金量与扩展公关网络,“硬件”“软件”两翼齐飞。 破易立难。破，破掉计划经济的层层束缚，而立，面对千变万化的市场经济，究竟应该立什么。超级老字号——XX堂的无形资产究竟有
同仁堂御品简介 一、御品的起源 施今墨先生，我国近现代著名中医学家、教育家、养生学家。精通中医理论，有很深的学术造诣，是享誉全国的北京四大名医之一。曾为孙中山、冯玉祥、杨虎城出诊。1929年，任中央国立中医馆副馆长，新中国成立后，任中华医学会副会长等职。解放后曾任周恩来总理的保健医生，并数次被毛泽东、周恩来等亲切接见。上世纪中叶，施老创建御品组方，包括防衰益寿丸和益肾强身丸（抗老延年丸）两剂药方。药味配合得体，法度严谨，不但华贵大方；而且用法独特，疗效神奇。此方甫一问世，即轰动一时，被推崇为养生补益的经典名方。施
老极为重视人的脾胃功能，认为只有脾胃功能好，药物才能被吸收。因此两方中都加有健脾和胃药物。此外，所选药物药性平和，不含任何金石化学药品；以保证常年服用，无毒副作用。出于对同仁堂的信任，施老将两剂药方交由同仁堂生产。但由于药材昂贵和工艺繁复，御品仅仅作为部分领导人的专用养生用品。 二、产品概况 1、防衰益寿丸 性状：为黑棕色的浓缩水蜜丸。 配方：人参、熟地黄、银耳、淡菜、沉香、龟甲（砂烫醋淬）、鹿筋、冬虫夏草、黄芪、山茱萸（酒炙）、淫羊藿（羊油炙）、鹿角等59味中药材。 功能：具有培元固本、抗老防衰的功能。 主治：用于脏腑机能失调，气血阴阳俱损，面色无华，心悸怔忡，气短懒言，神疲乏力，动则作喘，喜出长气，畏寒肢冷，健忘失眠，多梦，五心烦热，盗汗或自汗，头目眩晕。食欲不振，便溏或便秘，月经不调，小便频数或夜尿多等症状。 用法用量：和益肾强身丸配合使用，早服益肾强身丸20～30粒，晚服防衰益寿丸20～30粒。如果单服防衰益寿丸，早晚各服一次，每次20～30粒。 注意事项：中年体壮或青年体弱者开始每次服10粒逐渐增至20粒，不可多服；50-60岁每次服15-20粒；60-70岁
香港交易及結算所有限公司及香港聯合交易所有限公司對本公告的內容概不負責，對其準確性或完整性亦不發表任何聲明，並明確表示概不就因本公告全部或任何部分內容而產生或因依賴該等內容而引致的任何損失承擔任何責任。 BEIJING TONG REN TANG CHINESE MEDICINE COMPANY LIMITED 北京同仁堂國藥有限公司 （於香港註冊成立之有限公司） （股份代號：3613） 持續關連交易 續訂安宮牛黃丸粉總採購協議
續訂安宮牛黃丸粉總採購協議 茲提述(i)本公司於2015年10月28日的公告，內容有關（其中包括）與同仁堂股份所訂立2015年安宮牛黃丸粉總採購協議項下擬進行的持續關連交易及(ii)本公司於2016年8月8日的公告修定與同仁堂股份截至2016年、2017年及2018年12月31日止三個年度之年度上限的補充協議。 由於2015年安宮牛黃丸粉總採購協議及其補充協議將於2018年12月31日屆滿，本公司與同仁堂股份於2018年12月6日訂立從2019年1月1日至2021年12月31日的續訂安宮牛黃丸粉總採購協議，以進一步重續為期三年的採購安排。本公司亦議決取得續訂安宮牛黃丸粉總採購協議項下擬進行之交易的新年度上限，詳情見於本公告。 續訂安宮牛黃丸粉總採購協議 日期：2018年12月6日(交易時段後) 訂約方：(1)本公司 (2)同仁堂股份 年期：自2019年1月1日起至2021年12月31日止（包括首尾兩天）為期三年。 主要條款及條件：?按訂約方所協定，於續訂安宮牛黃丸粉總採購協議的年期內，本集團將向同仁堂股份集團採購，而同仁堂股份集團將向本集團供應安宮牛黃丸粉，即生產安宮牛黃丸的原材料。 ?同仁堂股份集團旗下成員公司將與本集團於續訂安宮牛黃丸粉總採購協議的年期內簽訂個別購買協議，以列明所供應安宮牛黃丸粉的詳細數量、價格、規格、標準、交付時間及結算方式，惟有關個別購買協議須按正常商業條款以及根據續訂安宮牛黃丸粉總採購協議的條文訂立。 定價政策：?本集團應付同仁堂股份集團有關安宮牛黃丸粉的價格 乃根據原材料的成本(包括天然麝香)加上同仁堂股份集 團加工費釐定。由於中國市場上並無其他供應商提供 含天然麝香的安宮牛黃丸粉，故並無任何可比較的市 場價格。 ?價格付款將於向本集團交付安宮牛黃丸粉當日起計三個 月內結算。
北京同仁堂药店地址和电话大全 同仁堂药店创始于清·康熙八年（公元1669年），是驰名中外的老字号，也是全国最大的药店之一，至今已有330多年的历史，早在清·雍正元年就供奉御药，独办御药至清末近200年。同仁堂创业至今始终秉承“炮制虽繁，必不敢省人工；品味虽贵，必不敢减物力”的古训，所制售药品以“配方独特，选料上乘，工艺精湛，疗效显著”而享誉海内外。 同仁堂药店以“同修仁德，济世养生”为经营宗旨，以顾客需求为经营指南，开设外配加工、代客邮寄、代煎汤药、夜间售药、外币兑换、电话咨询、缺货登记等业务。继九六年创办同仁堂医馆后为更好地满足广大顾客的需求，今又将医馆规模扩大，诊室由三个扩大到八个，应诊专家由20多位增至50多位。1999年11月，创办了“中药饮片精品店”并成为北京市首批认定的专卖店。 单位名称地址电话 东城区： 1．北京同仁堂连锁药店王府 井药店 东城区王府井大街255号85115191 2．北京同仁堂连锁药店工艺美术药店东城区王府井大街200号 65288866-2 161 3．北京同仁堂连锁药店有限 责任公司北京站药店 东城区北京站西街1号楼65592046 4．北京同仁堂连锁药店天安门药店 东城区东交民巷新大陆1 号 65254300 5．北京同仁堂连锁药店东直 门药店 东城区东直门外斜街61号84483605 6．北京同仁堂参茸有限责任 公司东四药店 东城东四北大街480号84035414 7．北京同仁堂参茸有限责任公司东安药店 东城王府井大街138号B1 层 84065416 8．北京同仁堂连锁药店有限 责任公司和平里药店 东城区和平里中街6号楼84216877 9．北京同仁堂连锁药店有限责任公司安德路药店 东城区安德路16号（洲际 大厦B座1层） 84882734 西城区： 1．北京同仁堂连锁药店新街 口药店 西城区新街口南大街39号3319565662 2．北京同仁堂连锁药店有限责任公司万方药店 西城区月坛南街30号（万 方商厦内二层） 68599286 3．北京同仁堂长安街药店西城复外大街8号楼68560548 4．北京同仁堂连锁药店有限 责任公司西单药店 西城区西单北大街120号66026792 5．北京同仁堂连锁药店有限 责任公司黄寺药店 西城区德外大街27号62384500 宣武区： 1．北京同仁堂宣武药店 宣武区广安门内大街306 号6号楼（医保定点药店、宣 83528399
[北京同仁堂中成药]同仁堂中成药大全 篇一 : 同仁堂中成药大全_润儿 第一节亚健康 痰湿内生:香砂六君子丸 心脾两虚:归脾丸 肝郁气滞:逍遥丸 肝肾阴虚:滋补肝肾丸、六味地黄丸 气虚:永盛合阿胶 阴虚:六味地黄丸 阳虚:参茸三鞭丸强阳保肾丸 第二节上火 胃火:大山楂颗粒宽中顺气丸清胃黄连丸快胃舒肝丸肝火:泻青丸 乳房肿块:乳核内消液 肺火:清热地黄丸、清肺抑火丸 第三节肩周炎 散寒活络丸 第四节腰背痛 散寒活络丸 第五节中风以及后遗症 中经络:再造丸、散风活络丸 肝肾阴虚:知柏地黄丸 中脏腑阳闭:安宫牛黄丸、至宝丹 中脏腑阴闭:苏合香丸
中风后遗症:化瘀丸 第六节眩晕肝阳 上亢:泻肝安神丸 肾经亏损:参茸三鞭丸、六味地黄丸 气血两亏:永盛合阿胶、十全大补丸、内补养荣丸、参桂鹿茸丸痰湿中阻:二陈丸 第七节便秘 燥热内结:搜风顺气丸、通幽润燥丸 气机郁滞:宽中顺气丸、宽胸舒气化滞丸 虚秘:阿胶、蜂蜜 气虚不运:麻仁润肠丸 阴寒凝滞:半流丸 第八节泄泻 寒湿湿热:四正丸 伤食症:大山楂颗粒、槟榔四消丸、加味保和丸 肝气乘脾:快胃舒肝丸、舒郁九宝丸、调味舒肝丸 脾胃虚寒:补益资生丸、蔘桂理中丸 肾阳虚衰:肉蔻四神丸、四神丸 第九节食道疾病 痰气交阻:二陈丸 瘀血内结:九气拈痛丸 津亏热结:搜风顺气丸 气虚阳亏:蔘桂理中丸、金匮肾气丸 第十节腹痛
虚寒证:蔘桂理中丸补益资生丸 气滞症:舒郁九宝丸 血瘀证:九气拈痛丸 食积症:大山楂颗粒、加味保和丸第十一节胃痛 气滞胃痛:快胃舒肝丸良附丸 血瘀胃痛:九气拈痛丸 食滞胃痛:加味保和丸、大山楂颗粒虚寒胃痛:蔘桂理中丸、补益资生丸阴虚胃痛:补益蒺藜丸 胃脘灼热疼痛:搜风顺气丸 第十二节呕吐 外邪犯胃:藿香正气水 饮食停滞:大山楂、加味保和丸 痰饮内阻:二陈丸 肝气犯胃:快胃舒肝丸 胃阴不足:补益蒺藜丸、 脾胃虚寒:补益资生丸、蔘桂理中丸第十三节月经不调 肝气郁滞:坤顺丸 血虚证:宁坤养血丸 气不摄血:参桂鹿茸丸、内补养荣丸血热内扰:清热凉血口服液 第十四节心肌炎
堂药店 所属于栏目：生产管理 作者：案例中心 关键字：堂创新资源整合群体/组织重构 案例发生日期：2000 案例容： 全国的中华老字号,首都的京城老字号这些年变化得让人感慨良多。一些人思古恋古声称：老字号越老越值钱；一些人因时变事变则呼吁，救救老字号。市场经济大潮浩浩荡荡，顺之者昌，逆之者亡。同今天的名牌企业群星中必将磨砺出明天的老字号一样，今天的老字号必然分化，一些殒灭一些再生，都是不可避免的。 历史的进化只能如是。 一、穿越时空隧道的新生
市场有情呵护亦或无情淘汰的关键：其人其思及其所为。 1993年秋，广辉，正是在这样的时刻，走进汇聚众多老字号的前门大栅栏，出任堂药店总经理。三十六、七岁是这样的年龄：由青少年狂热猛浪进到直面现实的大胆果决；善于筹划而不陷老者易染的圆滑世故。面对来自各方面的挑战与机遇，让人吃惊的是：饱含堂情结的广辉，新官上任的第一步骤居然是：拆毁堂，重建堂。 广辉及其主要助手，边跑规划、设计、资金；边迁移营业区，照常接待新老顾客。看他那和销售小姐并肩忙碌的笑脸，看他与有关人士检查建筑施工的身影，看他进出规划审核部门的脚步，看他与银行负责人商讨资金方案的表情，如果认为表帅作用可以提升销售额，加快施工进度，这就是最高决策者的全部，那则是大大片面化的误解。 在激烈的市场竞争中，现代最高决策者的重头戏，不在前台在幕后，轻表相而尤其专重功。广辉高层公关策划、实施的至高之点在于：重新店的规模扩，挖堀、开发历史无形资产的潜在含金量与扩展公关网络,“硬件”“软件”两翼齐飞。 破易立难。破，破掉计划经济的层层束缚，而立，面对千变万化的市场经济，究竟应该立什么。超级老字号——堂的无形资产究竟有哪些含金量，其要素与核心之点是什么，怎样在市场竞争白热化的今天脱
北京同仁堂是中药行业著名的老字号，创建于清康熙八年（1669年），在三百多年的历史长河中，历代同仁堂人恪守“炮制虽繁必不敢省人工品味虽贵必不敢减物力”的传统古训，树立“修合无人见存心有天知”的自律意识，确保了同仁堂金字招牌的长盛不衰。自雍正元年（1721年）同仁堂正式供奉清皇宫御药房用药，历经八代皇帝，长达188年，造就了同仁堂人在制药过程中兢兢小心、精益求精的严细精神，其产品以“配方独特、选料上乘、工艺精湛、疗效显著”而享誉海内 同仁堂始终坚持传统的制药特色，其产品以质量优良、疗效显著而闻名海内外。以六味地黄丸、乌鸡白凤丸、等传统中药为代表的十大王牌和十大名药，因此成为质量和信誉的象征. 同时上乘又稳定的工艺造就了消费者对同仁堂药品内在品质的牢固信任。正是通过上百年来产品的多样化和工艺的稳定性，打造出了同仁堂在中药行业的强势品牌，这是同仁堂作为一家医药类企业最核心的竞争力。 同仁堂采用的是首推精品的策略，但有时还是走全线全面的路线，这样策略将尽可能增加产品组合的宽度和深度，不断的将企业发展壮大。所以说是有效的相互结合。 包装是产品的外衣，所以包装很重要，在包装上，同仁堂采用一种原生态的味道，主要是以绿色包装为主的，这样可以更好的吸引消费者选购。 最重要的还是它的品牌，同仁堂产品的生产观念一直秉持着“炮制虽繁，必不敢省人工；品味虽贵，必不敢减物力”的传统美德，因始终坚持民族特色，并始终以“传统药物的高疗效”赢得了消费者的厚爱。同时，国内消费者普遍认为中药的毒副作用较西药小。“吃同仁堂的药放心”是社会对同仁堂品牌的最高评价，是同仁堂济世养生的最终落脚点，是患者口中的金字缄言。 同仁堂药品大都属于名牌优质产品。随着中国人们生活水平的不断提高，片药知识的不断普及和丰富，医药体制的改革，看病买药的观念逐渐改变，“大病上医院，小病上药店”，老百姓自主选购药品者H益增加，好药不贵自然受到老百姓的青睐，从而拉动名特优新产品销售的扩大。 现在价格是潜在需求总量庞大的中低档补肾市场迟迟难以启动的要害。六味地黄丸以“可靠的功效+平实的价格”切入这个低竞争烈度的市场，迅速迎合了这部分消费人群的需求，并以价格因素为主成功打造了竞争层面上的市场区隔，从而避开了与高端同类产品的短兵相接。 同仁堂采用了经销渠道策略，这样就可以利用经销商的网络，迅速推广产品并在短期内直接交易费用低。 同仁堂以效果为中心，多渠道开拓市场，搞活经营。抓住进入医疗市场的商机，积极参与各地区医疗招、投标及物价备案工作，加大产品进入重点社区和重点医院的力度，摸索和开拓了终端医疗市场的销售模式。 同仁堂集团把文化作为进一步扩大海外市场的切入点，通过文化推广带动市场经营，使海外影响力进一步提高，目前境外38家药店的经营状况稳中有升。 此外，同仁堂集团与国家与汉办的战略合作意向书已正式签约，借助孔子学院和同仁堂的
同仁堂十大名牌王药 1、安宫牛黄丸 【成份】牛黄、水牛角浓缩粉、麝香、珍珠、朱砂、雄黄、黄连、黄芩、栀子、郁金、冰片。 【性状】本品为大蜜丸或裹金衣大蜜丸，除去金衣后显黄橙色至红褐色；气芳香浓郁，味微苦。 【功能主治】清热解毒，镇惊开窍。用于热病，邪入心包，高热惊厥，神昏谵语。 【用法用量】口服，一次1丸，一日1次；小儿三岁以内一次1/4丸，四岁至六岁一次1/2丸，一日1次； 或遵医嘱。 【注意事项】服用前应除去蜡皮、塑料球壳及玻璃纸；本品不可整丸吞服；孕妇慎用。 【规格】每丸重3g 【贮藏】密封。 【包装】塑料球壳，10丸/盒。 【有效期】5年。 【批准文号】国药准字Z11020076 【生产企业】 企业名称：北京同仁堂股份有限公司同仁堂制药厂 地址：北京市崇文区西打磨厂46号 邮政编码：100051 电话号码：（010）67025631 传真号码：（010）67018048
2、同仁牛黄清心丸 【主要成份】牛黄、羚羊角、人工麝香、人参、白术（麸炒）、当归、白芍、柴胡、干姜、阿胶、桔梗、水牛角浓缩粉等27味。 【性状】本品为包金衣或不包金衣的大蜜丸，除去金衣显棕褐色；气芳香，味甜、微苦。 【功能主治】益气养血，镇静安神，化痰熄风。用于气血不足，痰热上扰引起：胸中郁热，惊悸虚烦，头目眩晕，中风不语，口眼歪斜，半身不遂，言语不清，神志昏迷，痰涎壅盛。 【用法用量】口服，一次1～2丸；一日2次，小儿酌减。 【注意事项】服用前应除去蜡皮、塑料球壳及玻璃纸；本品不可整丸吞服；孕妇慎用。 【规格】每丸重3g 【贮藏】密封。 【包装】塑料球壳，1丸/盒。 【有效期】5年。 【批准文号】国药准字Z11020025 【生产企业】 企业名称：北京同仁堂股份有限公司同仁堂制药厂 地址：北京市崇文区西打磨厂46号 邮政编码：100051 电话号码：（010）67025631 传真号码：（010）67018048 3、愈风宁心片 【药品名称】 品名：愈风宁心片 汉语拼音：Yufeng Ningxin Pian 【成份】葛根。