國家醫療政策一直都是大家關注的議題，我國從民國八十四年實施全民健保
制度至今已邁入二代健保階段，隨著老年人口的增加快速，醫療支出也跟著入不
敷出，藥品的核定價格也因此越來越低，而非專利期藥品更是大幅砍價，對於原
開發藥廠的營收影響甚鉅。然而本研究個案對象為列全球前十大跨國製藥公司，
其中非專利期藥品占公司銷售額達60%，利潤將產生極大縮減，再加上專利期內
的新藥又需要投入大量的行銷經費，因此如何整合資源並且如何兼顧非專利期產
品仍頇支撐整體公司業績的同時，又投入新產品行銷乃是當前最重要的課題。
有鑑於此，本研究構思數位行銷資訊帄台的開發是否有助於個案公司強化客戶
關係管理及增加客戶涵蓋率，對於整體公司績效的影響為何? 銷售代表與帄台間
對於客戶關係模式的交互作用為何? 最後提出策略方案。因此本研究利用文獻回
顧及幾項重要理論基礎例如：資源基礎理論 、BCG 矩陣、產品生命週期和CRM
( 客戶關係管理)並且選定六位訪談對象，包含個案公司的事業處長、 產品行銷經
理、銷售人員和三位外部客戶含兩位醫學中心醫師及一位基層醫療醫師，透過一
對一訪談的方式進行資訊收集。
訪談結果整理分析並整合出幾項重點：
一、個案公司銷售代表的服務滿意度高，醫師認為面對面的行銷方式是必要的。
二、醫師取得醫學資訊有強烈的需求，但銷售代表無法滿足醫師這部份期待。
三、所有訪談對象均認為有需要開發數位行銷資訊帄台，但對於傳統銷售人員拜
訪的模式仍是建立客戶關係很重要的一環。
因此依據訪談結果，並分析個案公司的整體產品組合，歸納出非專利期藥品但
位於cash cows 的降血脂藥品及精神疾病藥品共兩項產品優先制定新的行銷平台
策略方案。本研究是於台灣製藥業新的創新構想，醫師長期來都依賴銷售人員拜
訪模式，對於新的帄台概念是否能完全提高服務效能及整體績效的顯著提升仍是
需要實體平台的運作來評估。

National health policy has always been one of the concerns of the public. Since the enforcement of National Health Insurance (NHI) in 1995, Taiwan has entered the 2nd generational of NHI. With the rapid growth of elder population, the increasing medical expenditure therefore leads to the fact that NHI could hardly make its ends meet. The reimbursement prices of medical products get lower as the result, especially the prices of generic drugs hurt the most. Such price-cutting affects pharmaceutical companies gravely in their revenue. The subject in this study is one of the top 10 international pharmaceutical companies. The generic drugs account for 60% of the companies’ sales. Consequently, the profits would drop tremendously due to the cutting. In addition, the brand drugs within protection period often require huge funds for marketing. As such, how to integrate resources to sustain the revenue from generic drugs while investing in marketing for new products thus becomes the most vital issue for the company.
In the light of this regard, the study probes into questions that if the development of a digital platform of marketing information would help in boosting subject company’s customer relationship management as well as customer coverage rate, what impact on sales it would be due to the boost, and that how the interaction between sales representatives and the platform would be on customer relationship modes. Finally the study proposes a strategic solution. The research utilizes literature reviews and several important theories, including Resource-based Theory, BCG Matrix, Product Life Cycle, and CRM as its basis. 6 individuals were selected to gather information via one-on-one interview, including the Director of Business Division, a product marketing manager, a sales representative of the subject company, and three external customers (2 physicians from medical center and 1 primary care physician).

The outcome of the interview is as followed:
(1) The customer satisfaction toward the subject company’s representatives is rated high. Physicians considered face-to-face marketing is necessary. (2) Physicians had a strong need for medical information, which representatives failed to meet. (3) All interviewees deemed the development of a digital platform of marketing information is necessary, and yet still considered the mode of conventional visits by representatives an essential element to build customer relationship.
According to the outcome of interview as well as the analysis of product combinations of the subject company, this paper comes to a conclusion that the two cash cows of generic drugs, one lipid-lowering drug and one psychiatric drug, should be the priority on the new marketing platform. What this study proposes is an innovative concept to the pharmaceutical industry in Taiwan. Physicians have long been relying on the mode of representative visits. Hence, whether the novel concept of a digital platform could achieve an overall boost of service efficacy and a significant increase in sales performance requires an evaluation after the platform is adopted and operational.

一、中文部份
1. 司徒達賢，(1995)，資源基礎理論與企業競爭優勢關係之探討，行政院國家科學委員會專題研究計畫成果報告。
2. 吳思華，(1994)，「策略九說，第四說: 資源說」，世界經理文摘，89期，1，pp. 74-87.
3. 林晉寬，(1995)，「從資源基礎理論探討資源特性與成長策略之關係」，臺北：政治大學企管理研究所博士論文。
4. 余千智，(1999)，「電子商務總論」，台北：智勝出版。
5. 鄧俊如，(1999)，「 Internet對貿易資訊中間商的影響」。
6. 戴國良，(2012)，「 數位行銷」，台北：五南出版。
7. Raymond Vernon，(1966)，「產品周期中的國際投資與國際貿易」。
8. 舒瑞國，(民91)，企業採用顧客關係管理之策略規劃研究」，元智大學管理研究所未出版碩士論文。
9. 中國信託企業網站，http://www.chinatrustgroup.tw/jsp/index.jsp
10. 林益發，(民88)，「商業週刊597期中國信託花五百萬美元留住客戶的心」。
11. 吳美連、林俊毅，(民86)，「人力資源管理- 理論與實務」台北:智勝出版。
12. 莊耀嘉，(1993)，「馬斯洛」，桂冠圖書股份有限公司。
13. 杜書伍，(2014），「天下經濟論壇夏季3/企業永續之本：人才攻守戰略」。
14. 潘淑滿（2003），「質性研究理論與應用」，台北：心理出版。
15. 徐宗國譯（1997），「質性研究概論」，台北：巨流出版。
16. 中央健保署，(2013)，「全民健康保險藥品價格調整作業辦法條文」。
17. 中央健康保險局，（2002），「全民健康保險統計」。
巫文玲、賴瓊雅，(2013)，醫藥產業年鑑
18. 林芝安，( 2002) ，「醫療崩壞│用藥現況－國際新藥上市，到病人手中，長達5年」，台北: 康健雜誌。
19. 鄧哲明，(2013)，「新藥的研發流程概論」，科學月刊 第四十四卷第二期
20. 陳如月，(2013)，「數位行銷的大商機」，IRMPA。
二、英文部份
1. Grant, R. M.,1991, The Resources-Based Theory of Competitive Advantage：Implications for Strategy Formulation, California Management Review, Vol.33, Spring 1991,p.115
2. Barney, J. B. 1991, Resourse and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.
3. Becker, Huselid, and Dave Ulrich(2001). The HR Scorecard－Linking People, Strategy, and Performance. Boston:：Harvard Business School Press, 36.
4. Kalakota, R. and Whinston A. B., "Electronic Commerce: A Manager's Guide", Addison Wesley, Longman, 1997.
5. Alba, J., Lynnch J., Weitz B., Chris J., Lutz R., Sawyer A. and Wood S., "Interactive Home Shopping: Consumer, Retailer and Manufacturer Incentives to Participate in Electronic Marketplaces", Journal of Marketing, July 1997, pp.38-53.
6. Boston Consulting Group (BCG) (1999),“Ensuring Cost-Effective Access to Innovative Pharmaceuticals- Do Market Interventions Work?”
7. Henderson, B. 1968. The product portfolio. BCG Perspectives: 66.
8. Henderson, B. 1973. The experience curve reviewed: Iv the growth share matrix or
product portfolio. BCG Perspectives: 135.
9. OECD Health data 2013, June 27
10. IMS Health5 PhRMA analysis based on IMS Health. “IMS National Prescription AuditTM.” Danbury, CT: IMS Health, 2014.
11. Addis A. and Magrini N.（2002）,“New Approaches to Analyzing Prescription
Data and Transfer Pharmacoepidemiological and Evidence-based Reports to Prescriberes ”, Pharmacoepidemiology and Drug Safety, 11:721-726.
12. Berndt E. R.（2002）“Pharmaceuticals in U.S. Health Care Determinants of Quantity, and Price ”, Journal of Economic Perspectives, 16(4):45-66.
13. Danzon P.M., Towse A.（2003）,“Differential Pricing for Pharmaceuticals:
Reconciling Access, R and D and Patents”, working paper.
14. Danzon P.Y. Wang and L. Wang (2003),“The Impact of Price Regulationon the Launch Delay of New Drugs: Evidence from 25 Major Markets inthe 1990s ”, National Bureau of Economic Research Working Paper, No.9874, July 2003.
15. Malecha, S. E., Wiejowski, S. A. & Holt, R. J. (2000). "The applied therapeutics team: an innovative model of drug information in the pharmaceutical industry". Drug Inform. J. 34 (4): 1069–1075
16. http://www.digitalstrategyconsulting.com/pharmaceutical_marketing/
17. http://www.celforpharma.com/pharma-management/training/pharma-digital-
18. http://www.pocket.md/medical-apps.html
19. http://www.imedicalapps.com/2014/12/pharma-companies-want-add-app-next-prescription/
20. HEALTHCARE MARKETERS TRENDREPORT2013: http://www.ogilvypr.com/files/MMM_and_OCHPR_Health_Care_Marketers_Trend_Report_Article_2013.pdf
21. Marketing Masterclass Medical Science Liaisons: A Look to the FutureJournal of Medical Marketing: Device, Diagnostic and Pharmaceutical MarketingJune 2008 8: 193-197.
22. Pharmaceutical digital marketing hand book 2009 http://zh.scribd.com/doc/173675396/Digital-Pharmaceutical-Marketing-trategies#scribd
23. 6Marketer, US Behaviorally Targeted Online Advertising Spending, 2008-2014,
24. http://www.pharmaphorum.com/2012/07/13/social-media-pharmaceutical-industry-event-2012/
25. http://www.pharmaphorum.com/2012/07/09/social-media-challenges-benefits-pharmaceuticalcompanies/
26. http://www.pharmafile.com/news/153270/digitalpharma-pmcpa-digital-communications-guidelines