-I- 摘要 随着社会保障制度的完善和“十三五”深化卫生体制改革等政策的推进， 医药行业市场格局发生了巨大的变化。现有医药营销渠道无法适应行业的发展 需求，而医药营销渠道又是联系医药企业和终端消费者的重要环节，医药渠道 能否适应复杂、多元化的竞争环境，能否根据市场环境及时进行调整，都将直 接影响着企业的兴衰成败。长期以来，国内大多数医药企业疏于对营销渠道的 管理，并未真正意识到其对企业发展的重要性。如何通过对现有医药营销渠道 的改进，优化组织结构、降低企业销售成本、提高渠道效率，为企业创造更大 的经济效益和社会效益。 通过介绍国内外营销渠道相关理论及发展现状，分析了当前行业政策下医 药营销渠道的变化趋势，指出了我国现阶段医药营销渠道存在的问题及面临的 挑战，并以本人工作的 HY 医药集团为例，对其医药营销渠道的管理进行了深 入研究。针对 HY 医药集团营销渠道当前组织结构、管理水平、渠道成员关系 及第三终端建设方面提出优化改进建议，并对改进后的营销渠道给予评估，证 实改进后的营销渠道更能适应国家政策和市场的变化，更能符合企业发展愿景， 为企业的发展提供强大而持久的动力，为国内其他企业营销渠道管理的改进提 供参考。 关键词：医药企业；医疗改革；医药营销渠道；营销渠道改进Abstract -III- Abstract With the improvement of the social security system and the promotion of the 13th Five-Year Plan health system reform policy, great changes have taken place in the market structure of the pharmaceutical industry. The current pharmaceutical marketing channels have been unable to adapt to the needs of the development of the pharmaceutical industry, while the pharmaceutical marketing channel is an important link between pharmaceutical enterprises and terminal consumers. Whether the pharmaceutical channel can adapt to the complex and diversified competitive environment and adjust timely according to the market environment will affect the success or failure of the enterprise. For a long time, most pharmaceutical enterprises neglect the management of marketing channels. They do not realize the importance of marketing channels for the development of enterprises. How to improve the current pharmaceutical marketing channels, optimize organizational structure, reduce sales cost and improve channel efficiency to create greater economic and social benefits for enterprises. Through the introduction of domestic and foreign marketing channel theory and research progress, this paper analyzes the change trend of pharmaceutical marketing channel under the current industry policy, and points out the problems and challenges in the current pharmaceutical marketing channel in China. Taking HY pharmaceutical group, where I work, as an example, I conducted an in-depth study on its pharmaceutical marketing channels management. Put forward suggestions for optimization and improvement in the current organizational structure, management level, channel membership and the third terminal construction of the marketing channel of HY pharmaceutical group. To evaluate the improved marketing channels that can better adapt to the changes of national policies and markets. It is proved that the improved marketing channels can better meet the development goals of enterprises, and can provide long-term impetus for the development of enterprises, and can provide reference for the improvement of other domestic enterprises' marketing channels. Keywords: pharmaceutical enterprise, medical reform, pharmaceutical marketing channels , marketing channel improvement目 录 -V- 目 录 摘要...............................................................................................................................I Abstract.......................................................................................................................III 第 1 章 绪论..................................................................................................................1 1.1 研究背景 .............................................................................................................1 1.2 研究目的与意义 .................................................................................................2 1.2.1 研究目的.......................................................................................................2 1.2.2 研究意义.......................................................................................................2 1.3 研究内容与方法 .................................................................................................2 1.3.1 研究内容.......................................................................................................2 1.3.2 研究方法.......................................................................................................3 1.3.3 研究框架.......................................................................................................3 1.4 理论综述 .............................................................................................................4 1.5 国内外研究现状及趋势 ......................................................................................4 1.5.1 国外研究现状及趋势...................................................................................4 1.5.2 国内研究现状及趋势...................................................................................5 第 2 章 HY 医药集团营销渠道现状及问题和原因分析...........................................7 2.1 HY 医药集团营销渠道现状 ...............................................................................7 2.1.1 HY 医药集团基本情况.................................................................................7 2.1.2 HY 医药集团营销渠道外部竞争环境分析.................................................8 2.1.3 HY 医药集团营销渠道内外部影响因素分析.............................................9 2.2 HY 医药集团营销渠道管理面临的问题 ......................................................... 11 2.2.1 营销渠道中代理商结构不合理................................................................. 11 2.2.2 营销渠道管理水平低.................................................................................12 2.2.3 营销渠道成员间冲突严重.........................................................................13 2.2.4 营销渠道中第三终端发展滞后.................................................................13 2.3 HY 医药集团营销渠道管理问题产生的原因 .................................................14 2.3.1 营销渠道中代理商结构不合理的原因.....................................................15 2.3.2 营销渠道管理水平低的原因.....................................................................17 2.3.3 营销渠道成员冲突严重的原因.................................................................18 2.3.4 第三终端发展滞后的原因.........................................................................20 2.4 本章小结 ............................................................................................................21 第 3 章 HY 医药集团营销渠道管理的改进措施.....................................................23北京工业大学工商管理硕士专业学位论文 -VI- 3.1 HY 医药集团营销渠道结构的改进措施 .........................................................23 3.1.1 压缩营销渠道组织层级.............................................................................23 3.1.2 构建代理商分级管理体系.........................................................................24 3.1.3 建立代理商的选择评价体系.....................................................................25 3.2 HY 医药集团营销渠道成员管理的改进措施 .................................................26 3.2.1 利用 CRM 系统提升渠道管理水平..........................................................26 3.2.2 完善渠道成员激励机制.............................................................................28 3.3 HY 医药集团营销渠道冲突的改进措施 .........................................................30 3.3.1 加强渠道成员关系的整合.........................................................................30 3.3.2 强化渠道冲突的管理.................................................................................31 3.3.3 建立渠道监察机制.....................................................................................32 3.4 HY 医药集团第三终端市场开发的改进措施 .................................................33 3.4.1 拓展第三终端渠道网络.............................................................................33 3.4.2 加大对第三终端市场的开发力度.............................................................33 3.5 本章小结 ...........................................................................................................35 第 4 章 HY 医药集团营销渠道管理改进的实施及效果评估.................................37 4.1 HY 医药集团营销渠道管理改进实施的原则 .................................................37 4.1.1 营销渠道的实用性和有效性.....................................................................37 4.1.2 实现渠道成员之间的优势互补与多方共赢.............................................37 4.1.3 营销渠道能够为企业可持续发展提供保障.............................................37 4.2 HY 医药集团营销渠道管理改进实施的目标 .................................................38 4.2.1 保障营销渠道策略与企业发展战略相一致.............................................38 4.2.2 实现顾客满意度最大化.............................................................................38 4.2.3 有助于企业经济目标的实现.....................................................................39 4.3 HY 医药集团营销渠道管理改进效果评估 .....................................................39 4.3.1 营销渠道组织结构改进的效果评估.........................................................39 4.3.2 营销渠道管理水平改进的效果评估.........................................................42 4.3.3 营销渠道冲突管理改进的效果评估.........................................................43 4.3.4 营销渠道中第三终端开发的效果评估.....................................................43 4.4 本章小结 ...........................................................................................................44 结 论............................................................................................................................45