保健食品銷售通路選擇與行銷策略之決策分析

Abstract

在全球健康意識日益抬頭與COVID-19疫情加速健康消費趨勢的背景下，臺灣保健食品市場呈現高度成長潛力與競爭態勢。由於產品同質性高且通路日益分化，品牌商在商品開發、行銷操作與通路選擇上面臨前所未有的挑戰。本論文針對保健食品產業提出一套整合性的行銷與通路分析架構，並透過實證資料檢驗不同商品屬性與成熟度對各類銷售通路的適配與影響。 本研究以臺灣市場實際銷售資料為基礎，運用羅吉斯迴歸與多元線性迴歸兩階段模型，探討商品屬性（保養型與特殊功能型）與市場成熟度（成熟與新興商品）在六大通路類型（連鎖藥局、一般藥局、個人用品店、量販店、超市與電子商務）中的表現差異與行銷策略適配。研究結果發現，不同通路的消費者行為、信任機制與價格敏感度差異顯著，品牌策略若未依據商品屬性與通路特性進行調整，將難以獲得有效市佔。 此外，本研究歸納出三類通路策略模型：（一）資源密集型品牌傾向採行「滲透策略」，搭配高廣告投資與全通路鋪貨，以快速建立品牌聲量；（二）中型品牌則多採「通路共贏策略」，透過選擇性通路合作與毛利讓利提高轉換效率；（三）新興品牌適合實施「重點通路合作策略」，集中資源深耕特定場域以建立初期市佔與認知優勢。依據品牌階段與資源條件靈活選擇不同策略因應，並整合STP與4P策略原則，以建立可持續的鋪貨與推廣邏輯。 最終，本研究提出「品牌商通路鋪貨建議表」，根據商品類型、成熟度與毛利結構，提供具體的通路排序與資源配置建議，協助品牌商系統化地進行行銷與通路決策。未來亦建議可深化 OMO 整合策略、品牌資產累積模型與長期投資報酬關聯之研究，以強化品牌於多通路環境下的永續競爭力。

With the rising global health consciousness and the accelerated growth of health-related consumption during the COVID-19 pandemic, Taiwan’s health supplement industry has demonstrated substantial potential for expansion alongside intensifying competition. Owing to high product homogeneity and increasingly fragmented retail channels, brand owners now face unprecedented challenges in product development, marketing operations, and channel selection. This study proposes an integrated analytical framework that combines marketing strategy and channel planning, supported by empirical data to examine how different product attributes and market maturities influence performance across major sales channels. Using real-world sales data from the Taiwanese market, the research adopts a two-stage modeling approach: logistic regression and multiple linear regression. These models analyze how product types, namely general wellness versus specialized functional products, and levels of market maturity (established versus emerging offerings) interact with six key distribution channels: chain pharmacies, independent pharmacies, personal care stores, hypermarkets, supermarkets, and e-commerce platforms. The results reveal that consumer behavior, trust mechanisms, and price sensitivity vary significantly across channels. Without tailoring strategies to match product attributes and channel-specific characteristics, brands are unlikely to achieve effective market penetration. The study further identifies three representative channel strategy models: (1) Penetration Strategy—adopted by resource-rich brands that invest heavily in advertising and pursue full-channel distribution to maximize visibility; (2) Mutual-Gain Strategy—favored by mid-sized brands that improve conversion through selective channel partnerships and profit-sharing incentives; and (3) Focused Channel Strategy—suited for emerging brands that concentrate resources on key outlets to establish early market presence and brand recognition. These strategies must be flexibly applied based on the brand’s stage of development and resource capacity, and should align with STP (Segmentation, Targeting, Positioning) and 4P (Product, Price, Place, Promotion) marketing principles to ensure sustainable growth. Finally, the research introduces a “Channel Deployment Recommendation Matrix,” offering practical guidance on channel prioritization and resource allocation based on product type, market maturity, and margin structure. Future research directions include exploring OMO (Online-Merge-Offline) integration, brand equity development models, and long-term ROI analytics to strengthen sustainable competitiveness in omnichannel retail environments.