本文選題：醫(yī)藥代表　切入點(diǎn)：激勵(lì)制度　出處：《吉林大學(xué)》2013年碩士論文

【摘要】：據(jù)中國(guó)社會(huì)科學(xué)院發(fā)布的《醫(yī)藥藍(lán)皮書：中國(guó)藥品市場(chǎng)報(bào)告（2012）》介紹，2012年中國(guó)藥品市場(chǎng)規(guī)模達(dá)到9261億元。 藍(lán)皮書指出，中國(guó)藥品市場(chǎng)呈現(xiàn)出高速擴(kuò)容、市場(chǎng)競(jìng)爭(zhēng)激烈、行業(yè)集中度低的特點(diǎn)。新上市的原研藥越來越慢、越來越少，專利過期的原研藥和仿制藥占有了絕大部分的市場(chǎng)份額，逐漸呈現(xiàn)同質(zhì)化競(jìng)爭(zhēng)，產(chǎn)品差異變小，醫(yī)藥企業(yè)之間的競(jìng)爭(zhēng)更多的是依靠銷售團(tuán)隊(duì)的競(jìng)爭(zhēng)力，而醫(yī)藥代表就是組成銷售團(tuán)隊(duì)的最基本單位。因此，適時(shí)適度地激勵(lì)醫(yī)藥代表，使他們對(duì)工作充滿熱情，從而提高整個(gè)銷售團(tuán)隊(duì)的競(jìng)爭(zhēng)力，是醫(yī)藥公司實(shí)現(xiàn)銷售目標(biāo)的關(guān)鍵。 本文首先介紹了我國(guó)制藥企業(yè)和醫(yī)藥代表生存的大環(huán)境。行業(yè)景氣度下降，競(jìng)爭(zhēng)激烈，從業(yè)人員收入減少，在這樣的背景下打造一支具有競(jìng)爭(zhēng)力的銷售團(tuán)隊(duì)既關(guān)鍵也困難。處于大環(huán)境中的BI公司面臨同樣的壓力，，急需一套完善的激勵(lì)制度來提高醫(yī)藥代表的積極性。筆者介紹了BI公司的概況和目前施行的醫(yī)藥代表激勵(lì)制度，指出了BI公司激勵(lì)制度在績(jī)效考核、薪酬激勵(lì)、職業(yè)發(fā)展三個(gè)方面存在的弊端并分析其成因，最后針對(duì)這些問題提出了具體的優(yōu)化方案�？�(jī)效考核引入ETMS（電子區(qū)域管理系統(tǒng)），將銷售過程通過KPI（關(guān)鍵績(jī)效指標(biāo)）量化，以此做到考核的公平、公正、公開，做到重視結(jié)果又不忽視過程。薪酬制度既要能滿足醫(yī)藥代表的基本生活需要，還要體現(xiàn)出代表的個(gè)人價(jià)值，同時(shí)要兼顧公平性和靈活性。要為代表的職業(yè)發(fā)展創(chuàng)造機(jī)會(huì)，特別要關(guān)注到負(fù)責(zé)小市場(chǎng)代表的發(fā)展需要，提供平等的職業(yè)發(fā)展平臺(tái)，還要有針對(duì)性地對(duì)代表的各項(xiàng)技能進(jìn)行培訓(xùn)。BI公司作為一家大型跨國(guó)制藥公司，其產(chǎn)品覆蓋的領(lǐng)域廣，生產(chǎn)、銷售、管理都具有一般跨國(guó)企業(yè)的典型性，它在激勵(lì)制度方面的問題也是在華大型外企普遍為之困擾的問題。希望本文所做的分析和提出的優(yōu)化方案能為制藥企業(yè)以及其它以人員推銷為主的行業(yè)提供關(guān)于激勵(lì)制度建設(shè)方面的參考和借鑒。
[Abstract]:China's drug market reached 926.1 billion yuan in 2012, according to the Blue Book of Medicine: China's Drug Market report (2012), issued by the Chinese Academy of Social Sciences.The Blue Book points out that the Chinese drug market is characterized by rapid expansion, fierce market competition and low industry concentration.The newly listed raw research drugs are becoming more and more slow and fewer, the patent expired raw research drugs and generic drugs account for the vast majority of the market share, gradually showing homogenization competition, product differences become smaller.The competition among pharmaceutical enterprises depends more on the competitiveness of the sales team, and the pharmaceutical representative is the most basic unit of the sales team.Therefore, it is the key for pharmaceutical companies to encourage pharmaceutical representatives to be enthusiastic about their work and improve the competitiveness of the whole sales team.Firstly, this paper introduces the environment of pharmaceutical enterprises and pharmaceutical representatives in our country.A competitive sales team is critical and difficult to build against a backdrop of declining industry momentum, intense competition, and reduced income for employees.The BI Company is under the same pressure and needs a perfect incentive system to improve the enthusiasm of pharmaceutical representatives.This paper introduces the general situation of BI Company and the incentive system for pharmaceutical representatives, points out the disadvantages of the incentive system of BI Company in three aspects: performance appraisal, salary incentive and career development, and analyzes its causes.Finally, a specific optimization scheme is proposed to solve these problems.Performance appraisal is introduced into ETMS (Electronic area Management system), which quantifies the sales process through KPI (key performance Index), so that the evaluation is fair, fair, open and pays attention to the results without neglecting the process.The salary system can not only meet the basic needs of medical representatives, but also reflect the personal value of the representatives, and at the same time give consideration to fairness and flexibility.To create opportunities for the career development of delegates, paying particular attention to the development needs of representatives responsible for small markets and providing an equal career development platform,As a large multinational pharmaceutical company, as a large multinational pharmaceutical company, its products cover a wide range of fields, such as production, marketing and management, all of which are typical of general multinational enterprises.Its incentive system is also a common problem for large foreign companies in China.It is hoped that the analysis and optimization scheme can be used as a reference for pharmaceutical enterprises and other industries in which the promotion of personnel is the main factor in the construction of incentive system.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.72;F272.92

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