Old Li Gaoyang sat by the hospital bed, his eyes filled with worry. He held his son’s hand with a grip that was astonishingly strong: "Child, nothing is more important than life. A family is composed of many living individuals, and we will not abandon any one of them. Since our ancestors set foot on this land over two hundred years ago, each of us has strived diligently to achieve what we have today. The purpose is to make our lives and the lives of our descendants freer, happier, and with more choices. Now, between your life and death stands a high wall; we have the ability to break it down, not just for ourselves but for all those sentenced to death by ’process’ and ’ti’."
"But I’m worried about ti..." Li Gaoyang sighed.
Old Li Gaoyang shook his head: "Don’t worry, Harper will get you more ti. While money can’t solve all problems, it can resolve most of them, including buying you more ti."
...
As the Washington hearing was being prepared, the Ruixing Headquarters welcod the highest-level international pharmaceutical delegation in its history.
They ford an alliance, taking up an entire floor of the Nandu International Conference Center, bringing along over a hundred personnel, including technical experts, legal advisors, market analysts, and translation teams.
The eting was scheduled in the largest circular eting room at Ruixing Headquarters. On one side of the long table sat Huang Jiacai leading Ruixing’s core team of just over a dozen people; on the other side was the massive joint delegation, seated according to regions and companies, forming an invisible oppressive montum.
"Mr. Huang," as the spokesperson elected by the joint delegation, Friedrich Schneider, the CEO of a German pharmaceutical giant, was the first to speak, his English carrying a precise German accent, "Thank you for taking the ti to et us. We represent the main participants in the global pharmaceutical industry, and we hope to engage in constructive dialogue with Ruixing regarding the global cooperation issues of K Therapy and X-2 technology."
Huang Jiacai nodded slightly, his dark gray suit impeccably neat: "Welco to Nandu, China. Ruixing has always been open to constructive dialogue."
"Then let’s get straight to the point." Mark Thompson from another Arican pharmaceutical giant took over, his straightforward Arican style unmistakable, "Our six companies have ford a joint proposal after preliminary discussions."
A well-bound proposal brochure was pushed in front of Huang Jiacai, a hefty 500 pages thick. The cover bore gilded letters: "Joint Frawork Agreent on Establishing a Global Comrcialization Alliance for K Therapy and X-2 Technology."
Huang Jiacai did not open it imdiately but looked at the representatives present: "Before discussing specific terms, I want to confirm one precondition: Have you all read and understood the ’Universal Global Frawork’ principle statent we previously issued?"
A brief, subtle silence fell over the eting room. Schneider cleared his throat: "We have studied that docunt. While so of its concepts are very enlightening, they may require more flexible handling in comrcial practice."
"For instance?" Huang Jiacai asked.
"For instance, tiered pricing." Pierre Dupont from a French pharmaceutical giant continued, "Mr. Huang, we understand your intention to benefit low-inco patients. But pharmaceutical research requires enormous investnt, and without reasonable return expectations, the entire innovation system would be unsustainable. Our joint proposal suggests a more sustainable model: implenting market pricing in developed countries and injecting part of the profits into a special fund to subsidize patients in developing countries."
"What is the proportion?" Huang Jiacai asked in detail.
"The preliminary suggestion is 10%-15% of the profits from developed countries."
Huang Jiacai gently shook his head: "According to our calculations, to truly achieve global accessibility, at least 30% of profits need to be redistributed. Moreover, I noticed that your plan has a very broad definition of developed countries, including so countries with a per capita GDP over twenty thousand dollars but with weak healthcare systems."
At this point, Sato Kenichi from a Japanese pharmaceutical giant spoke, his tone gentle but his stance firm: "Mr. Huang, pharmaceutical cooperation is not rely a pricing issue. Our six companies each have unique strengths: a distribution network in Europe, market control in Arica, production and process optimization capabilities in Asia, and layout in erging markets. If Ruixing cooperates with us as a whole, we can bring K Therapy and X-2 to every corner of the globe in the shortest ti."
"What exactly does overall cooperation an?" Huang Jiacai pursued.
Schneider leaned forward: "We propose establishing a ’Global Alliance for K Therapy,’ with Ruixing as the technology provider holding 30% of the shares, and our six companies collectively holding 70% and responsible for global comrcialization. The alliance’s board of directors would consist of seven representatives, requiring a majority of over five votes for major decisions."
The eting room fell silent as everyone looked at Huang Jiacai. This was a ticulously designed plan, acknowledging Ruixing’s technological leadership while ensuring collective control by the traditional giants through shareholding structure and voting chanisms. More importantly, it tied the six companies together, forming a unified front against Ruixing.
Huang Jiacai remained silent for a mont, glancing at the proposal’s cover, then lifted his head, his gaze calmly sweeping across each representative present.
"Thank you for your sincerity," his voice was not loud, but every word was clear, "but this plan, Ruixing cannot accept."
The air in the eting room suddenly froze.
"Why not?" Thompson couldn’t help but ask, "This is already a substantial concession. Normally, a technology licensor would only receive 15%-20% at most!"
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