行銷渠道轉型策略與營運控制制度：以Ｍ公司為例

Abstract

藥品行銷不同於一般商品行銷，由於藥品的使用關乎人體健康與療效，屬於藥事法管制範圍；藥事法第七章針對藥物廣告之管理有明確規範，藥商廣告內容刊播前需申請中央或直轄市衛生主管機關核准（藥事法第66條），且必須由醫師處方或經中央衛生主管機關公告指定之藥物廣告，其廣告以登載於學術性醫療刊物為限（藥事法第67條）。處方藥品不得直接對終端客戶（患者）進行廣告行銷，故處方醫師成為藥品行銷的主要客戶。隨著科技進步及發展，製藥公司的行銷溝通由單一渠道的外勤人員直接面對面與處方醫師傳遞信息的傳統行銷模式，逐步地開始了數位化之旅，陸續在藥品行銷溝通上增加不同渠道以傳遞信息，如：電子郵件、簡訊、網絡研討會、社交媒體、及其他媒體…等「多渠道行銷」的操作。然而，在COVID-19疫情期間，全球各行業都受到巨大的衝擊，在藥品行銷上也面臨重大挑戰。新冠疫情突然地爆發大流行，改變了醫師傳統的醫病模式，進出醫療院所的人員受到嚴密管控，製藥公司外勤人員無法進入診所、醫院，也無法直接接觸到處方醫師進行藥品信息詳細傳遞。疫情使得原本的行銷模式變得十分困難，這樣的變化對製藥公司的行銷模式帶來了挑戰，同時也為製藥公司轉型到「全渠道行銷」提供了機會。 本研究以M個案公司醫療保健事業體（製藥產業）為研究對象，探討M個案公司因應COVID-19疫情的衝擊，行銷渠道策略從「多渠道行銷」策略轉型到「全渠道行銷」策略的過程，其行銷策略重點著重於以客戶為中心，並創造無縫的藥品價值體驗，然而回到內部控制的企業流程層面，M個案公司應重新思考其內部控制相關流程及控制點，隨著行銷渠道策略的改變而調整或改善，以提高公司營運效率及績效。

Drug marketing is different from general product marketing, as the use of drugs is related to human health and therapeutic effects and is subject to regulation under the Pharmaceutical Affairs Act. Chapter 7 of the Pharmaceutical Affairs Act provides clear regulations for the management of drug advertising. Pharmaceutical Companies must get the approval from the central or municipal Health Authorities before broadcasting or publishing advertising content (Article 66 of the Pharmaceutical Affairs Act). Furthermore, Drug advertising must be prescribed by a doctor or specified in an announcement by the central Health Authority and is limited to academic medical publications (Article 67 of the Pharmaceutical Affairs Act). Prescription drugs cannot be directly advertised to end-users (patients), making prescribing doctors the primary customers for pharmaceutical marketing. With the advancement and development of technology, Pharmaceutical Companies have begun their digital journey by gradually adding different channels to deliver information, such as email, SMS, webinars, social media, and other media, to supplement the traditional marketing model of field representatives directly transmitting information to prescribing doctors. During the COVID-19 pandemic, all industries were greatly impacted, and drug marketing was no exception. The sudden outbreak of the pandemic changed the traditional doctor-patient model, and personnel entering and exiting medical institutions were strictly controlled, making it impossible for field representatives of Pharmaceutical Companies to enter clinics and hospitals and have face-to-face contact with Prescribers for detailing. The pandemic has made face-to-face marketing models extremely challenging, which has brought challenges to the marketing models of Pharmaceutical Companies and also provided opportunities for Pharmaceutical Companies to transform to "Omnichannel Marketing." This study focuses on the Healthcare Division (pharmaceutical industry) of Company M as the research subject to explore the process of Company M's marketing channel strategy transformation from "multichannel marketing" strategy to "omnichannel marketing" strategy in response to the impact of the COVID-19 pandemic. Its marketing strategy focuses on customer-centricity and creating a seamless pharmaceutical value experience. However, at the corporate process level, Company M should rethink its internal control-related processes and control points and adjust or improve them with changes in marketing channel strategies to improve operational efficiency and performance.