医药代表管理新政下的B公司营销绩效管理优化策略研究

发布时间：2018-03-02 18:01

本文选题：营销绩效管理　切入点：医药代表　出处：《首都经济贸易大学》2017年硕士论文　论文类型：学位论文

【摘要】：2017年2月9日,国务院办公厅公布《关于进一步改革完善药品生产流通使用政策的若干意见》(国办发[2017]13号,以下简称医药代表管理新政),禁止医药代表承担药品销售任务,并将在医药代表的个人信用记录中保存其违法销售行为,规定医药代表只能从事学术推广、技术咨询等活动。医药代表管理新政下,要求医药代表改变代金、回扣等传统非法营销手段,转而从事医药知识传播、宣传医药研制最新成果等方式,软性促销;同时要求医药企业必须改变过去的结果导向的营销绩效考核模式,为关注医药代表的行为与工作过程的营销绩效考核模式。B公司从3年前就开始了这种转型历程,至今已经硕果累累,论文总结了其成功的营销绩效管理转型经验,能够为当下正在痛苦转型的医药企业提供良好的经验借鉴。通过分析总结B公司成功经验的同时,也发现其营销绩效管理存在问题:(1)重绩效考核,轻绩效培养;(2)销售片区划分不合理,绩效考核标准不合理;(3)缺少本地医药代表,偏远市场营销成本居高不下;(4)医药代表拜访质量缺乏关注,急需高效拜访培训。综合应用绩效管理的目标管理法、360度考核法、平衡记分卡法和关键绩效指标法四种方法;选取模糊层次分析法,综合对B公司管理层、B公司产品使用医生、B公司药品消费者、相关营销专家及B公司医药代表的调查咨询和深度访谈,综合他们的意见;构建B公司营销绩效考核模糊层次分析模型,优化B公司营销绩效考核指标体系,提高公司营销绩效考核质量和效果。最后提出了营销绩效管理的优化政策建议:(1)绩效评价中加强对医药代表的沟通和尊重;(2)构建B公司营销绩效考核结果反馈机制;(3)建立B公司持续互动性的绩效辅导制度;(4)合理设定B公司营销绩效标准;(5)重视和优化销售片区划分。
[Abstract]:On February 9th 2017, the General Office of the State Council promulgated "some opinions on the further Reform and improvement of the Policy on the production, Circulation and use of drugs" (issued by the State Office [2017] 13, hereinafter referred to as the New deal for the Administration of Pharmaceutical Representatives, which prohibits pharmaceutical representatives from undertaking drug sales tasks. " They will also keep their illegal sales activities in their personal credit records, and stipulate that pharmaceutical representatives can only engage in activities such as academic promotion and technical consultation. Under the new policy of medical representatives, they are required to change the money on behalf of pharmaceutical representatives. Traditional illegal marketing methods, such as kickbacks, are instead engaged in the dissemination of pharmaceutical knowledge, propagandizing the latest achievements in pharmaceutical research and development, and soft promotion. At the same time, pharmaceutical enterprises are required to change the past result-oriented marketing performance appraisal model. In order to pay attention to the behavior and work process of pharmaceutical representatives, the marketing performance appraisal model. B Company started this transition process three years ago, and has been fruitful up to now. The paper summarizes its successful experience in marketing performance management transformation. Through analyzing and summarizing the successful experience of company B, we also find that there is a problem in marketing performance management and pay attention to performance appraisal. (2) the division of sales areas is unreasonable, the performance appraisal standard is unreasonable and there is a lack of local medical representatives, and the marketing costs in remote markets remain high. 4) the quality of visits by pharmaceutical representatives lacks attention. Comprehensive application of performance management objective management method 360 degree assessment method, balanced scorecard method and key performance indicators method four methods, select fuzzy analytic hierarchy process, Comprehensive investigation, consultation and in-depth interview on B company management and B company product use doctor B company drug consumers, related marketing experts and B company pharmaceutical representatives, synthesizing their opinions; Build the fuzzy analytic hierarchy process model of B company's marketing performance appraisal, optimize B company's marketing performance appraisal index system, Finally, the article puts forward the optimized policy suggestion of marketing performance management: 1) strengthen communication and respect for pharmaceutical representatives in performance evaluation) and construct B company marketing performance appraisal result feedback machine. (3) Establishment of a continuous interactive performance guidance system for company B (4) reasonable setting of marketing performance standards for company B (5) attention to and optimization of the division of sales areas.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F274;F426.72

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