製藥業之新行銷模式-多管道行銷通路研究：以A公司為例

多管道行銷(Multi-Channel Marketing;MCM)在許多產業已執行多年，但在製藥業未曾有公司考慮運用此種方式行銷，但近年來由於製藥產業受大環境影響，迫使政府強式介入藥價管控，壓縮獲利空間；此外許多藥品面臨專利到期的壓力與藥廠研發新藥所碰到的瓶頸，因此製藥業必須改變原本行銷模式，嘗試一種比較有效率且較符合醫師期待的行銷溝通法，多管道行銷就是其中一種新的行銷概念。A公司就在此種情形下在台灣執行多管道行銷法。本文研究最主要是想藉由A公司執行多管道行銷法的過程，來回答下列幾個問題: 1.討論多管道行銷在製藥業的成因 2.了解多管道行銷的內容與執行 3.了解執行多管道行銷的結果及影響 4.執行後主要的關係人(Key Stake Holder)的評價為何 5.根據A公司的經驗，找出成功執行多管道行銷的方法為何文中除了探究產業環境的變化外，主要研究A公司執行MCM的過程，從客戶的insight做出發點，詳細討論MCM中的角色與其功能，甚至做變革管理的過程也加以討論，最後也訪談相關執行者與客戶。結果我們發現，就執行MCM的大目標而言，業績維持與原來執行前的業績數目相類似，但原先42位業務人員，最後換成12位業務人員及26位客戶服務專員，光人力成本就節省了至少40%，因此推估獲利率是有增加，當然在執行的過程中仍然有一些需要改進的地方包括: 1.如何招募適合的客服專員是非常重要的，此外在其職涯上的規畫也有其必要性，否則優秀的客服專員很容易成為別家公司挖繳的對象 2.必須將客服專員與KA業務人員的評估指標是一致的由其是業績目標，否則在合作上一定會出問題。 3.在數位網站的設計上必須包含主動式的資訊傳播(PUSH MAIL)，如此才可能涵蓋較廣的目標客戶。 4.在做變革管理的過程中，仍有一些步驟需加強，例如，並沒有建立與說服團隊執行MCM後可到達一個可預期的目標或願景，讓團隊在執行MCM時並沒有帶大的信心；此外在團隊執行半年後有不錯的結果時，公司高層並未給予一些鼓勵，減少一次鼓舞團隊士氣的機會 5.最後在研究建議上，建議A公司對於公司的成熟產品必須要有一個統合的策略，而非僅考慮MCM這個方法

關鍵字

多管道行銷；客服專員；數位行銷網站； KA業務；變革管理；產品生命週期

並列摘要

Multi-Channel Marketing, or MCM, has been used for years in several industries, but until recently, no company in the pharmaceutical industry had considered it as a marketing tool. These companies, under the influence of the current business environment, are only now beginning to consider MCM as they face challenges such as government-mandated controls on drug prices which compresses profit margins, previously profitable drugs going off-patent and bottlenecks in drug development. In response to these pressures, the pharmaceutical industry must consider new marketing methods in line with marketing and communication methods expected by physicians. MCM is one marketing concept that may have the potential to address these concerns in the industry. “Company A” is a Taiwanese pharmaceutical firm that has implemented MCM. The main objective of this paper is to assess Company A’s implementation of MCM by: 1.Discussing he background of and causes behind the use of MCM in the pharmaceutical industry 2.Outlining the contents and implementation of of Company A’s MCM initiative 3.Assessing the performance and results of MCM in Company A 4.Highlighting the post-implementation feedback of key stakeholders, including CSAs, KA representatives, managers and physicians 5.Identifying the necessary components of successful implementation of MCM in the pharmaceutical industry through the experience of Company A This paper, in addition to exploring the changes in the pharmaceutical industry that have led to the consideration of MCM, will mainly present the results of research on the process of Company A’s implementation of MCM and its subsequent performance. This will be done through first assessing client insights and their needs, then discussing MCM roles and responsibilities. Following that, it will delve into change management processes as a result of MCM, and finally, will include the results of interviews with customers & relevant employees. This research shows that, when comparing previous years’ revenue with revenue earned after implementing MCM, Company A’s results are similar, however, operational costs have been decreased. Instead of 42 sales representatives, Company A now retains 12 sales representatives along with 26 CSAs. This results in a human cost savings of at least 40%. The overall estimate is of an increase in profits. That said, the program is still certainly in the process of implementation, and there are potential areas of improvement, including: 1.In the recruitment of CSA, it is extremely important to focus on career advancement opportunities. Without these opportunities, qualified CSA are easily recruited by other companies. 2.CSA should have the same KPI, otherwise cooperation will be ineffective. 3.Website channel should design the proactively deliver system( Push Mail)and disseminate it effectively in order to reach a wider range of target customers. 4.Throughout the change management process, there are steps that can be taken in order to strengthen performance. For example, without a persuasive team execute, it will be impossible to reach team goals and visions within the MCM framework as the team will not have faith in the program. Furthermore, the team needs more motivation and encouragement for small success in 6 months after launching MCM . Finally, research suggests that Company A must have a unified strategy for marketing its mature products, rather than just considering MCM as a single, independent strategy

並列關鍵字

MCM ； CSA ； Digital Website ； KA rep ； Change Management ； Product Life Cycle Management

參考文獻

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製藥業之新行銷模式-多管道行銷通路研究：以A公司為例

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