發(fā)布時(shí)間：2018-01-08 16:08

  本文關(guān)鍵詞：阿膠OTC營(yíng)銷(xiāo)渠道模式創(chuàng)新研究　出處：《山東財(cái)經(jīng)大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 醫(yī)藥 阿膠 OTC 營(yíng)銷(xiāo)渠道 模式 創(chuàng)新

【摘要】：本文利用1998-2014年國(guó)內(nèi)十幾家阿膠生產(chǎn)企業(yè)的相關(guān)數(shù)據(jù),對(duì)我國(guó)現(xiàn)有阿膠OTC市場(chǎng)營(yíng)銷(xiāo)渠道的銷(xiāo)售模式和特點(diǎn)進(jìn)行了分析研究。研究結(jié)果表明:目前我國(guó)的膠劑類(lèi)OTC醫(yī)藥產(chǎn)品營(yíng)銷(xiāo)模式中存在了很多的缺陷,如銷(xiāo)售結(jié)構(gòu)不合理,竄貨嚴(yán)重,渠道管理水平低,終端建設(shè)不完善、管理不力等共性問(wèn)題。為了解決這些共性問(wèn)題,就需要制定相對(duì)的政策并對(duì)現(xiàn)有阿膠類(lèi)制劑產(chǎn)品的營(yíng)銷(xiāo)模式作出相應(yīng)調(diào)整。本文通過(guò)對(duì)具有特色的阿膠企業(yè)如東阿阿膠集團(tuán)、福牌阿膠集團(tuán)、同仁堂集團(tuán)、太極集團(tuán)、一笑堂、華信集團(tuán)、濟(jì)水等國(guó)內(nèi)知名醫(yī)藥企業(yè)的銷(xiāo)售資料進(jìn)行系統(tǒng)的分析,從阿膠產(chǎn)業(yè)的營(yíng)銷(xiāo)發(fā)展和歷史背景入手,發(fā)現(xiàn)其發(fā)展過(guò)程中浮現(xiàn)的問(wèn)題并針對(duì)這些問(wèn)題,提出合理的解決方案,以促進(jìn)企業(yè)更合理地安排人、財(cái)、物等相關(guān)資源,創(chuàng)新?tīng)I(yíng)銷(xiāo)模式和思維,從而實(shí)現(xiàn)可持續(xù)發(fā)展的戰(zhàn)略目標(biāo)。本文基于對(duì)營(yíng)銷(xiāo)渠道、營(yíng)銷(xiāo)管理及新型營(yíng)銷(xiāo)模式的理解上,通過(guò)深入分析阿膠企業(yè)現(xiàn)行的OTC產(chǎn)品營(yíng)銷(xiāo)模式的現(xiàn)狀、問(wèn)題,提出阿膠OTC營(yíng)銷(xiāo)渠道的創(chuàng)新模式,為保證阿膠企業(yè)有效、快速、準(zhǔn)確地傳遞和執(zhí)行阿膠產(chǎn)品的營(yíng)銷(xiāo),為適應(yīng)公司發(fā)展體系、組織架構(gòu)、運(yùn)營(yíng)系統(tǒng)提供有力的保障機(jī)制。最后,根據(jù)研究結(jié)果,對(duì)全文進(jìn)行了總結(jié)闡述,利用阿膠久遠(yuǎn)的歷史文化和背景演變,及阿膠產(chǎn)業(yè)化市場(chǎng)模式的發(fā)展進(jìn)程中存在的問(wèn)題、不足之處為目標(biāo)。提出符合市場(chǎng)需求的解決方案,并對(duì)其進(jìn)行了深入淺出的概述。首先針對(duì)渠道存在的渠道缺陷、竄亂貨、價(jià)格不規(guī)范等問(wèn)題提出了整合渠道結(jié)構(gòu),科學(xué)合理的規(guī)范渠道,有效的管理渠道等方面的解決方法,進(jìn)一步強(qiáng)化市場(chǎng)終端控制能力及提高生產(chǎn)廠(chǎng)家與連鎖零售商之間的合作積極性,從而最大化的實(shí)現(xiàn)利益共贏。通過(guò)對(duì)原有阿膠OTC在B2B單一經(jīng)銷(xiāo)商的基礎(chǔ)上進(jìn)行創(chuàng)新細(xì)分,細(xì)化營(yíng)銷(xiāo)責(zé)任與義務(wù)。將總體經(jīng)銷(xiāo)商被細(xì)分為區(qū)域經(jīng)銷(xiāo)商,區(qū)域渠道分銷(xiāo)商對(duì)應(yīng)相關(guān)區(qū)域配送商,從而實(shí)現(xiàn)三位一體的管理模式。利用二八原則對(duì)連鎖藥店的利潤(rùn)率的市場(chǎng)分析,確認(rèn)優(yōu)勢(shì)資源以及優(yōu)質(zhì)連鎖公司,加強(qiáng)與其合作,實(shí)現(xiàn)品牌雙贏。以B2C原則為基礎(chǔ),擴(kuò)大平臺(tái)式合作方式,充分利用互聯(lián)網(wǎng)資源,將微信作為全新的營(yíng)銷(xiāo)渠道納入企業(yè)營(yíng)銷(xiāo)機(jī)制,充分利用朋友圈展開(kāi)信任營(yíng)銷(xiāo),開(kāi)啟B2C營(yíng)銷(xiāo)新模式。強(qiáng)調(diào)神經(jīng)樹(shù)杈似點(diǎn)對(duì)點(diǎn)對(duì)接方式,規(guī)范各級(jí)客戶(hù)責(zé)任范圍,從而實(shí)現(xiàn)信息的快速反饋,達(dá)到及時(shí)調(diào)整市場(chǎng)政策的目的。
[Abstract]:This paper uses 1998-2014 data on more than a dozen domestic gelatin production enterprises, the sales model and characteristics of our existing Ejiao OTC marketing channels are analyzed. The results show that: at present in our country the glue class OTC pharmaceutical product marketing model has existed many defects, such as the sales structure is not reasonable, Cuanhuo serious the low level of management, channel, terminal construction is not perfect, poor management and other common problems. In order to solve these problems, we need to formulate relative policies and make corresponding adjustments to the existing gelatin kind preparation product marketing model. Based on the characteristics of the enterprises such as Dong'e gelatin gelatin group, Fupai gelatin group, Tongrentang Group, Taiji group, Huaxin group, Jishui smile appear, and other well-known domestic pharmaceutical enterprise sales information system analysis, development and historical background from the gelatin industry marketing Firstly, find the question arises in the process of its development and to solve these problems, put forward a reasonable solution, in order to promote enterprise more reasonable arrangements for people, money, material and other related resources, innovative marketing mode and thinking, it can realize the strategic target of sustainable development. This article is based on the marketing channels, marketing management and new marketing mode understanding, through in-depth analysis of the status quo, Ejiao existing enterprise OTC product marketing mode, puts forward the innovation mode Ejiao OTC marketing channels, in order to ensure the effective enterprise fast, gelatin, accurate delivery and implementation of gelatin product marketing, organizational structure to adapt to the development of the company system, and guarantee the final operation system. According to the research results, summarizes the paper, using gelatin long history culture and background of development and evolution, Ejiao industrialization market model in question Questions and deficiencies as the goal. Proposed solutions to meet the market demand, and has carried on the simple overview. Firstly, channel channel exists defects, channeling chaos of goods, the price is not standardized, the proposed integrated channel structure, channel specification reasonable and scientific and effective method to solve the channel management and other aspects, further strengthen market control ability and improve the enthusiasm of cooperation between manufacturers and retailers, in order to achieve maximum benefits and win-win. Based on the original OTC Ejiao innovation based on B2B subdivision single dealer, refined marketing responsibilities and obligations. The overall dealer is subdivided into regional distributors, regional distributor channel distributors corresponding in order to achieve regional three-in-one management. Analysis using 28 principles of profit of chain drugstore market rate, confirm the advantage resources and advantages Chain corporation quality, strengthen its cooperation and achieve win-win. Brand based on B2C principle, expand cooperation platform, make full use of Internet resources, WeChat as a new marketing channel into the enterprise marketing mechanism, make full use of the circle of friends began to open a new model of trust marketing, B2C marketing. On the docking point like nerve branches. Customer code at all levels of responsibility, so as to realize the fast feedback information, to adjust the market policy.

【學(xué)位授予單位】：山東財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F274;F426.72

【參考文獻(xiàn)】

相關(guān)期刊論文 前9條

1 韓景元;;關(guān)于文化營(yíng)銷(xiāo)問(wèn)題的初步探索[J];河北企業(yè);2006年02期

2 周紅纓;;營(yíng)銷(xiāo)渠道沖突及其變革[J];企業(yè)經(jīng)濟(jì);2010年08期

3 文曉慶;;網(wǎng)絡(luò)時(shí)代混合營(yíng)銷(xiāo)渠道沖突及管理[J];生產(chǎn)力研究;2010年06期

4 鄧安鵬;;論新市場(chǎng)條件下的營(yíng)銷(xiāo)渠道創(chuàng)新[J];商業(yè)時(shí)代;2011年18期

5 任海鷹;;電子商務(wù)下的網(wǎng)絡(luò)營(yíng)銷(xiāo)渠道策略研究[J];中國(guó)商貿(mào);2011年02期

6 董亞輝;;營(yíng)銷(xiāo)渠道聯(lián)盟的風(fēng)險(xiǎn)治理策略研究[J];中國(guó)商貿(mào);2011年09期

7 馮亞楠;胡婷婷;;電子商務(wù)條件下現(xiàn)代企業(yè)營(yíng)銷(xiāo)渠道的建立與拓展[J];中國(guó)商貿(mào);2011年09期

8 王愛(ài)君;;企業(yè)營(yíng)銷(xiāo)渠道沖突的現(xiàn)狀分析及對(duì)策研究[J];中國(guó)商貿(mào);2011年28期

9 陳春花;陳鴻志;;未來(lái)企業(yè)的競(jìng)爭(zhēng)是文化的競(jìng)爭(zhēng)[J];銷(xiāo)售與市場(chǎng)(管理版);2011年08期

相關(guān)碩士學(xué)位論文 前1條

1 李存慧;中小企業(yè)共生型銷(xiāo)售渠道研究[D];沈陽(yáng)工業(yè)大學(xué);2006年

，

本文編號(hào)：1397776