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时间:2021-10-31 01:00 来源: Essay代写

摘要:本文主要介绍了在医药行业中如何制定一个高效并且有用的市场营销策略。市场营销策略对于任何行业都是非常重要......

MBA essay 医药营销的营销策略


规划一个有用且有效的营销策略可以高效地提高整个企业的经营绩效,更可以增加组织的市场份额,并为组织赢得良好的信誉和高额的利润。
 

“策略意味着在竞争中做出权衡。战略的本质是选择不做什么。没有交易,就不需要选择,因此也不需要策略。任何一个好的点子一旦公布就会被市场迅速模仿。如此一来,能否有好的市场效应就要取决于作战效能”这出自 《营销战略和管理》,由迈克尔·j·贝克,第三版,2000年,英国麦克米伦出版社有限公司出版。
 

营销策略
 

根据公司的能力,优点和缺点同时也要必须考虑到公司相对于竞争力,建立一个有效的营销策略。机会和威胁同时还扮演着一个重要的角色,他们能决定公司的位置。制定正确的策略对于一家公司是十分重要的,我们需要在一个正确的时间点,并有一个明确的营销目标和市场目标,才能为公司的发展做出合适的营销策略。
 

Rumack制药在加州贝克斯菲尔德开设了一家新工厂,制造一系列的针对胃消化不良产品和止痛药。
 

The Marketing Strategy Of Rumack Pharmaceutical Marketing Essay
 

Planning a useful and effective strategy when implemented properly and efficiently can increase the overall business performance and can increase the market share of an organization by earning good reputation and high figures in profit.

 

“Strategy is making trade-offs in competing. The essence of strategy is choosing what not to do. Without trade-offs, there would be no good for choice and thus no need for strategy. Any good idea could and would be quickly imitated. Again, performance would once again depend wholly on operational effectiveness” (24). Book name: marketing strategy and management, by Michael J. Baker,3rd edition ,2000, Macmillan press ltd. England

 

营销策略——MARKETING STRATEGY:

 

To establish an effective marketing strategy the company’s capabilities, strengths and weaknesses relative to the competition must be considered. The opportunities and threats also play a significant role in determining the position of the company. It is important to formulate the right strategy at the right time along with identifying the marketing objectives and market targets (39).

 

Rumack Pharmaceutical opened a new plant in Bakersfield, California and manufactures a range of stomach indigestion products and pain killing drugs. However the capacity of this plant was more than needed. This invited the management’s attention to formulate a strategy to increase its sales and overall profits by identifying new and effective opportunities.

 

Rumack’s one of the most successful product is Restolvic, a medicine for stomach indigestion. The company set out to develop a strategy that will increase the total profit and the overall sales. The needs and requirements of the customers were considered; the strong and successful products having high sales were outlined and focussed. The company after looking at various opportunities decided to utilise the brand name of its most popular product Restolvic to raise its sales. Rumack exploited the strength of Restolvic brand name, developed other OTC(over the counter) products and prescription products.

 

This marketing strategy aimed at increasing sales and total profit by introducing new products under the Restolvic brand name was successful for the company and improved the overall business performance of Rumack.

 

Rumack introduced some new products each year on the lines 1, 2 and 3. The volume of each product increased every year. In 6 years before current year, four products had their annual volumes below 500 bottles. In the following year the number of annual quantity rose to 5 and increased all the way to fifteen annual quantities below 500 bottles in the current year.

 

In the sixth year before the current year the annual volumes were mostly below 500. Only two quantities were above 500 bottles. Almost the same trend was seen in the following year in which due to introduction of a new product there were now 5 bottles below 500 and the remaining 2 were above 500. Also the volumes got bigger year after year. In the sixth year before the current year only one quantity was between 501 and 1000 bottles, and one in between 1001-1500. The following year one quantity was seen even higher in between 1501-2000. Each year the volumes got bigger until fourth year after before the current year when a quantity had its value grater than 2001 and same behaviour was seen the next year, following year and in the current year where annual quantities were higher than 2001.

 

Introducing a new product has got risks associated with it and it is better to produce in small quantities and then after knowing the response from the customers the production may be increased. The products introduced six years before the current year are the ones that remained till the current and some more were introduced. However looking at the percentage sample products table the percentage for less than 500 samples is more as compared to the other higher volumes. The new products introduced have low percentage values, some even having below 10%/. Another important factor can be unawareness of new product launch in the market. Many people might not be aware of the new launch.

 

The tables in attachment 2 represent the annual quantity distribution for products on line 1, 2 and 3 in the introduction year and the two years following the introduction year. It shows the demand over two years after product introduction.

 

The tables represent the introduction of new product range each year in the company. At least one new product was introduced every year resulting in overall increase in the products being manufactured by the company. The company introduced 6 different varieties in 6th year to current year, 1 new product was launched in following year, 2 more were introduced in two years, further 3 were introduced three years later going all the way to current year in which 2 new products were introduced.

 

Considering the year six from current year there were total six products introduced in that year, where four had quantities below 4, one had between 501-1000 and one between 1001-1500. In the following year the annual quantity of a product moved from 1001-1500 to 1501-2000 whereas the other quantities remained in the same range and in the following year the quantity changed from 501-1000 to 1001-1500 keeping the others in same range.

 

To increase the capacity, nine years ago Rumack Pharmaceuticals decided to build a new plant in Bakersfield, California. The plant became functional within three years and was in full production. It produced a range of products that were quiet popular in the customer including the Restolvic products and Hedanol products. The plant had adequate floor space and facilities for its future growth. Rumack reassessed its overall capacity and the company closed its US plan. As a result its prescription Restolvic products and packaging was shifted to the Bakersfield plant where after modification was added to the process. This transfer of products from the US plant resulted in growing demand of Restolvic products and shifting the products resulted in occupying the excess floor space. Rumack is facing capacity issues in packaging activity.

The solution that the company has identified is to increase the capacity in the packaging area. This needs time and getting this worked out is bit too expensive. Implementing these changes would require additional floor space and needs investment in more equipment. This solution if implemented properly can help the company in overcoming the capacity problem in its packaging area. A well managed processing and packaging scheme should help the company in achieving higher total margin and higher profit.

 

The set-up and change-over arrangements for the four packaging lines 1, 2, 3 and 4 in the Exhibit 7 show that the product/packaging changes takes four hours in all the lines. Whereas the bottle size changes column shows that bottle size changes take 5 or 8 hours. These long times result in high set-ups which has a negative effect on the overall productivity level. However, to introduce a potable filling station to reduce the set-up times requires a lot of investment.

 

The chart shows the relationship between run size and the average output data for the products packed on line 1. The graph clearly shows that for bigger values of run size average number of bottles produced per hour is big. However, for low values of run size the average output is smaller. This indicates that large batch sizes yield large number of products. This makes the company more productive in terms of maintaining schedules and in producing higher volumes in the same time.

 

订单赢得要素与订单资格要素——Order-Winners and Order-Qualifiers

 

A key step in developing a successful operations strategy is to identify the relevant order-winners and qualifiers for various products or customers. This brings awareness in companies to understand the market place.

 

Qualifiers – these criteria do not win orders but gets the product into the market or onto a customer’s shortlist. It provides an opportunity to compete. Loss of orders results if at appropriate levels qualifiers are not provided.

本文标签: Marketing St市场营销战略

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