Measuring marketing effectiveness is critical for marketers as the pharmaceutical industry is under great pressure for cost control. Pharmaceutical marketers need to optimally allocate these resources and ensure that they achieve the highest possible return on investment for the firm. Pharmaceutical manufacturers utilize a variety of marketing vehicles to promote their products to physicians and consumers. At the physician level, effects of detailing are typically identified to be positive. Direct- to-consumer advertising does impact the choice probability, but the impact of promotions aimed directly at physicians is significantly higher. Measuring value of marketing activities is important for a company to achieve a profit margin and best allocate its resources. To define and deliver quantitative measurements that justify how investment in specific marketing programs are paying off, marketers need metrics to show that their programs work. Then, selected metrics should be meaningful and related to financial performance. There are a few metrics regularly used by marketers such as brand awareness, market share, consumer attitudes toward brand, purchase intention, return on investment, lifetime value of an activity, and brand equity. The paper uses a case study to review and evaluate the effectiveness of a marketing plan for a new launch product. Specifically, return on investment (ROI) for patient programs and lifetime value of activity (LVA) for physician education programs were calculated in the case study. A company is able to increase sales profit by reallocating resources to activities with higher ROI and LVA. To conclude, marketers need to identify meaningful metrics, set up a tracking process, and regularly follow up all relevant marketing activities. The process of measuring marketing effectiveness through the tracking process will help companies to understand how the marketing activities work and whether these programs deliver profitable value growth. The follow up action to fine-tune budget plans can then optimize return of marketing investment and maximize profitability.

台灣健保政策、環境、健保付費者的態度及病患期待，因時空變遷改變，為求能在不斷改變的環境中保有競爭力，本研究將原廠藥物開發商在台灣健保環境中常面臨的狀況-引進新藥健保價格偏低、時程過長及面對藥品在過專利期後面對學名藥的競爭，提出建議。 / It is observed that the Taiwan health care environment, policies, payer’s attitude, tendency and patients’ expectations change over time and nothing has remained unchanged over the past years. To stay competitive over time, it is important to know what is learnt in the past and how to transform the learnings and make it be an aid in such a dynamic environment. This thesis focuses on how to maximize the product life cycle of a loss of exclusivity drug in Taiwan and how to leverage the time span between obtaining product license and gaining reimbursement for self-pay market development. The goal is to sort out all these learnings and experiences and make it a reference in the future.

處方藥品市場是屬於道德產業，藥廠的醫藥行銷人員與醫院醫生之間是一種長期夥伴關係，需要醫藥行銷人員一對一提供產品知識與後續醫療上的服務。今日藥廠行銷人員不僅需面對日趨嚴厲的市場環境，如總額給付所引起的醫院節流方案與藥品議價壓力，亦需遵守來自公司內部及產業的自律道德規範。藥廠行銷人員所面臨的最大挑戰，是如何一方面持續提昇醫藥專業能力以做好關係行銷，一方面運用最新科技協助進行顧客關係管理，以達成公司所設定的目標。本論文將就處方藥品市場下的關係行銷與顧客關係管理進行探討。 關鍵字:關係行銷、顧客關係管理、處方藥品市場、西藥產業 / Prescription market is defined as an ethical industry. The PSR (Pharmaceutical Sales Representative) of pharmaceutical company have to keep the long-term partnership with doctors and hospital. The PSR not only face the drug pricing deduction pressures come from BNHI/Hospital, but also the ethical behavior requested by company internal and pharmaceutical industry. The most challenge of PSR is how to execute the relationship marketing well by enhance their own professional knowledge. Besides, how do they reach sales goal in using the new Internet Technology to accomplish the customer relationship management. The thesis will focus on the probe of relationship marketing and CRM in prescription market. Key words: Relationship Marketing, Customer Relationship Management, and Prescription Market, Pharmaceutical Industry

中國13億人口的內需市場已為各產業的新興目標，尤其是在醫藥產業，中國政府於2009年宣布將投注8,500億人民幣改革中國整體醫藥建設，更為目前身處於台灣飽和市場的本土藥廠的發展契機，加上兩岸近期簽署的兩岸經濟合作架構協議(ECFA)，未來兩岸商業互動將更為頻繁。台商藥廠如何在這各界搶占的中國市場占有一席之地？掌握通路即掌握市場。 影響通路建構的因素分析，是企業市場營銷的首要步驟，公司對影響通路建構的因素越是瞭解，越是能掌握變動的市場，做出調整以因應環境的變化。本研究首先從中國醫藥品生產企業發展概況的分析，引導出跨國藥廠(歐美等國與台灣企業)進入中國市場常見的問題，並研究影響其通路建構須掌握的三大分析構面，包括醫療體制、藥品管理相關法令，以及流通企業等。 在醫療體制部分，中國的醫療市場主要集中在國有醫院(public hospitals)，但國有醫院的營銷環境複雜，受到許多來自政策、地方主義、關係資本等因素的影響，使得外來投資企業在經營中國國有醫院市場上，皆需要各方面相當的營銷資源才足以支撐。 在藥品相關法令部分，中國政府為了整頓醫藥市場混亂的景象以及減輕民眾的用藥負擔，於1998年起陸續頒布了許多藥品管理相關法令，包括國家基本藥品目錄、藥品價格管理制度，以及藥品集中招標採購制度等，這些法令雖然規範與體制化了中國醫藥市場，但也約束了醫藥通路終端市場的藥品採購，並使藥廠的通路建構彈性大幅受限。另外，雖然過去由於中國專利法發展遲滯，致使許多歐美企業無法在中國發揮藥品發明專利之市場壟斷的作用，但中國於2007年再次修定並頒布新實施的藥品註冊管理辦法，已將中國的藥品專利保護之法律與行政制度進行初步連結，未來兩者整合性的發展，將塑造出更有利於擁有強大技術與專利能量的藥廠生存的環境，此為台商不可忽視的重要課題。 在流通企業部分，中國流通企業不僅了解當地行規，通常又擅長多角化經營，掌握了大多的終端客戶，往往能夠提供藥廠代銷、物流、倉儲、收款等服務，故在流通企業在中國醫藥通路上扮演著不可或缺的角色，藥廠對流通企業的通路功能依賴性極大。 台商過去進入中國醫藥市場發展十幾年來的商業模式，是否還能足以因應未來更變化多端的市場環境？而後進中國市場的台灣藥廠又該採取怎樣的進軍策略？面對未來，台商更應「衡外情、量已力」，從各面向深入瞭解影響中國醫藥品通路建構的因素，除了鞏固既有醫藥市場與通路資源外，更應積極思考如何提高通路系統的附加價值，開創嶄新的獲利模式。本研究後續將針對前述三大影響因素，分章論述分析，最後歸納與整理影響因素對台灣藥廠所造成的困難，並提具因應上的建議，期能提供在中國發展醫藥品市場的台商企業作為未來發展策略的參考依據。 / China’s great market demand has become the new target for international enterprises, especially in pharmaceutical industry. China government announced the investment of 850 billion RMB to ameliorate the medical infrastructure in China, which indicates an opportunity for Taiwan pharmaceutical companies. The Economic Cooperation Framework Agreement (ECFA) between Taiwan and China will encourage a more enthusiastic interaction across the strait. Channel strategy will be the key to predominate the highly competent China market for Taiwan pharmaceutical companies. Analysis on channel construction will be the first step for industrial marketing strategy. The better a company understands the factors influential for channel construction, the better it can get control in the ever-changing market and adjust itself to cope with any alteration in the environment. This thesis will begin with an introduction on the development of pharmaceutical industry in China and thus induce some common issues with which international pharmaceutical companies are confronted in China market. It will analyze the channel construction from three important perspectives, healthcare system, pharmaceutical regulations, and logistics industry. Public hospitals play a major role in the healthcare system of China market. The marketing in public hospital involves complicated variables, including policy, local protectionism, and relationship capital. Non-local companies need every considerable resource to manage the marketing in public hospitals. In order to reform the healthcare market and lower the medical expense, China government announced several pharmaceutical regulations, including National Reimbursement Drug List (NRDL), Medicine pricing policy, and Pharmaceutical Centralized Public Bidding Procurement process. On one hand, these regulations help to put the market into order; on the other hand, it sets restricts on the retail sales and the channeling flexibility of the pharmaceutical company. Due to the slow development of China patent law in the past, moreover, a lot of American or European pharmaceutical companies could not develop an exclusive market for their drug through patent system. New Provisions for Drug Registration revised and announced by China government in 2007 established an initial connection between legal and administrative system of drug patent protection. Such integrated development will form an environment more suitable for pharmaceutical companies which possess powerful technology and patents, a significant trend for Taiwan companies’ attentions. China logistics companies understand local law and regulation and are usually familiar with multi-business strategy. They control most of the retailers and can offer sales agency, logistics, storage, and agency receipt. Logistic industry plays an important role in China pharmaceutical channel and is indispensable to pharmaceutical companies. It will be questionable whether Taiwan companies’ old business model can be sufficient for the changing China pharmaceutical market in the future. The newcomers should ponder more on their strategy for the market as well. Taiwan companies need to take the external condition and their own strength into consideration, understanding every factor of China pharmaceutical channel construction. Besides strengthening the original market and channels, Taiwan companies should aggressively enhance the add-value of channel system and find out new profit model. This thesis will focus on and elaborate the three perspectives and analyze the difficulties they bring upon Taiwan pharmaceutical companies, proposing possible solutions and future strategy for those who aim to develop their pharmaceutical business in China.