First of all, it is obvious that consumers are the core of all work.
The premise of discussing the following questions is that we should make it clear that the core issue that our terminal work should focus on is the purchase of consumers. In other words, the OTC terminal marketing work we participate in is an important link in the OTC product marketing process, but not all. Everything we do should focus on getting consumers to buy our products, that is, finally realizing the sales of our products.
Second, the change of homogeneous marketing model is the guarantee to expand the market share of products.
At the same time, we need to clearly realize that the main marketing problem faced by many OTC enterprises is how to increase the market share of products. At present, the OTC market has developed to this day, and through these years of market accumulation, it has initially formed top products and leading brand products in various fields. The market share of a certain kind of products tends to be stable gradually, and the competition between products tends to rob each other of market share. There are fewer and fewer similar products competing with each other to expand market share, and some mainly exist in the market segments of a certain type of products. For example, the overall market share of products for treating pharyngolaryngitis is expanding, and the market share of traditional Chinese medicine anti-inflammatory drugs for treating gynecological inflammation is also rising. However, the market share of common cold, vitamins, calcium supplements and topical antifungal drugs tends to be stable. Therefore, it is difficult to shake and replace the leading brands in this field for products currently entering the market. This requires not only huge market input costs, but also time accumulation. At the same time, we should also weigh the situation of products entering the market and the market situation of competitive brands. At present, in the era of homogenization of products and marketing means, if there is no strong channel and terminal marketing means, the chances of success will be slim if we shake and replace the leading brands in the field in addition to cost investment. If it succeeds, it will also be a local guerrilla effect and will not form a strong climate. Therefore, it is the core content of OTC terminal marketing model reform that how to systematically sum up local success effects and form regular experience while avoiding homogeneous marketing model, so as to make a comprehensive attack with confidence and finally win the whole line.
Third, the concept of regional differentiated marketing guides our management work.
The most effective way to solve the homogeneous marketing model is to carry out regional differentiated marketing. China has 56 ethnic groups, 9.6 million square kilometers of land and 5,000 years of continuous civilization. This is not only a simple concept of numbers, geography and time, but also reflects the diversity and difference of China culture and its profound influence on people's ideas and consumption concepts. The huge number of pharmaceutical commercial enterprises and retail enterprises in the industry makes the environment of pharmaceutical retail industry more complicated. By the end of 2003, there were more than 7000 pharmaceutical wholesale enterprises/kloc-0, 6 pharmaceutical retail chain enterprises1217 terminal pharmacies 1780 17, of which chain pharmacies accounted for 67%, with a turnover of17. The refined management of marketing activities we seek mainly lies in how to effectively manage and implement differentiated marketing means. Every OTC enterprise needs to avoid the one-size-fits-all working method in the whole country when formulating the marketing promotion plan of OTC marketing, and should carry out differentiated marketing according to different regional markets and big principles. For the national market, we only need to set the goals and objectives of terminal promotion activities, plan the principles of overall cost input and terminal effect output, and monitor the activities. These are the concepts of general principles, and specific means, action plans and implementation standards should be further formulated according to the characteristics of regional markets. This requires the reform of the marketing organizational structure of OTC enterprises, as well as the organizational structure that conforms to and ensures the smooth implementation and execution of this differentiated marketing method. The following introduces the adjustment of organizational structure.
Fourth, off-site marketing is the concept of team marketing, and the strong construction of grass-roots management team is an effective guarantee for organizational management and execution.
The most obvious feature of OTC marketing in drug marketing is team marketing. In order to adapt to regional differentiated marketing, strengthening the construction of grass-roots management team is a key issue in personnel construction. It is the guarantee for the strong implementation of our marketing activities, and it is also the strong backing for our marketing management to be implemented at the grassroots level. It is the smallest team in the specific implementation of our action plan, and it is also the difference in the final implementation of differentiated marketing action plans in different regions. At present, many enterprises that have carried out OTC terminal work well have made the terminal work a prefecture-level city or even a county-level city. The OTC supervisor who manages the prefecture-level or county-level is the team elite that we need to focus on cultivating and guiding. At the same time, according to the characteristics and status of terminal pharmacies, our OTC representatives need further division of labor and cooperation. At present, an OTC representative is subdivided into three types of work. One is the marketing staff, whose main job is to visit the terminal daily and maintain a good customer relationship. Second, the marketing personnel mainly focus on the overall cooperation of chain pharmacies and the promotion of terminal pharmacies. The third is the sales promotion personnel stationed in large pharmaceutical supermarkets, supermarkets and cheap pharmacies, including shop assistants and temporary promoters. According to the characteristics of pharmacies, dividing OTC representatives according to the nature of work can effectively play the work efficiency of personnel. On the other hand, the key management cadres are regional managers, who generally manage several neighboring provinces and cities with similar economic, cultural and commercial retail situations, and are the largest regions with certain differentiated marketing. The first step of OTC enterprise's national overall terminal market promotion plan is to refine and differentiate the action plan, which is produced in this large area. Therefore, the higher requirements and training for regional managers are the necessary guarantee for serious management and implementation according to the company's requirements. At the same time, such an organization team requires that our OTC terminal work guidelines must select a certain proportion of terminal surfaces as our work scope according to actual needs, and within this work terminal scope, formulate key and non-key terminals, and distinguish the work priorities of each terminal. This is a reasonable combination of points and surfaces of terminals that meet the working conditions.
Five, the retail terminal work must pay attention to the organic combination of point and surface.
In the past, many OTC companies, especially well-known OTC brand manufacturers, focused their terminal work on key terminals in a few central cities. This terminal work mode is to put the main manpower and financial resources into a few key target terminal pharmacies, increase the work of key and target pharmacies, and carry out point-to-point sales according to the 2: 8 rule to create a terminal sales atmosphere. Here, everyone ignores a problem. At present, great changes have taken place in terminal pharmacies. First of all, the difference between the scale of terminal pharmacies and standardized areas has become smaller and smaller. In the past, pharmacies with large decoration scale and area, large flow and turnover in central cities have long existed in prefecture-level cities and even county towns. 2.8 principle is to extend to the surrounding cities, which determines that our terminal work must extend to the surrounding cities except the central city. Secondly, large and medium-sized pharmacies in central cities are listed as target pharmacies by almost all OTC manufacturers with strong brands, and the terminal work with other non-brand products makes the terminal work in central cities extremely competitive. Finally, with the deepening of China's medical system reform, the establishment and improvement of urban and rural medical insurance system, the medical cards in central cities and surrounding cities stimulate and drive the sales of terminal pharmacies, and the work of terminal pharmacies becomes more and more important.
Six, the terminal work effect should pay attention to the analysis of input and effect evaluation weight.
Terminal work includes many aspects, which can be summarized as follows: 1, aiming at improving the terminal sales atmosphere: display and stacking of product model boxes, light box advertisements of products, window advertisements, and various introductions and tips of products on shelves. 2. In view of the attractiveness of the product itself to consumers: product display cabinets, product packaging, product labels, etc. 3. Recommend and maintain products for sales staff: sales incentives, online training activities, etc. 4. Various promotional activities aimed at consumers at the point of sale. No matter what form of terminal promotion, it is necessary to clarify the concepts of terminal promotion project weight and threshold. First of all, the effect of each single project of terminal promotion works accounts for a certain proportion of the overall terminal effect, which is the terminal effect weight of the project. Such as product counter display, product model box display, product publicity materials release, product window advertising and other items have different effects on the terminal effect (mainly reflected in promoting product sales). The terminal effect of each promotion project is limited. If the cost of a promotion activity increases indefinitely, the effect it can achieve on product sales is limited, which is not proportional to the input. Therefore, it is the key to guide the cost of terminal promotion activities to put in projects reasonably, select projects reasonably and rationalize the cost of each project. Secondly, there is a non-proportional curve relationship between terminal promotion cost input and terminal effect, and the cost input/terminal effect of each terminal promotion project is parabolic. As shown below: Each terminal promotion activity project has an economic delivery point, that is, the minimum investment will get the maximum terminal effect, which is the threshold of the project. The greater the weight ratio, the greater the absolute value of the threshold. The weight of each promotion project is constantly changing with the change of the market. In short, measuring and evaluating the weight and threshold of terminal promotion activities is the premise for us to carry out terminal promotion activities. It is also a necessary guarantee to ensure the effectiveness of our promotion project selection and project cost investment. For example, the display priority of products in terminal pharmacies has a certain weight influence on the sales promotion of products. When the pharmacy asks the manufacturer to pay the exhibition fee, if the fee exceeds a certain amount, that is, the threshold, the exhibition activity is meaningless. We suggest canceling this activity and choosing other promotion projects.
Seven, the reform of terminal pharmacy grading management and work focus.
Traditional pharmacy's three-level classification of A, B and C or four-level classification of A, B, C, D and IV has become increasingly unsuitable for the reform of terminal pharmacies. At present, the changes of terminal pharmacies mainly have the following characteristics: 1, fewer and fewer single pharmacies, more and more standardized and systematic chain pharmacies, and more and more cross-regional and cross-regional operations of chain pharmacies. 2. Small pharmacies with small business area and poor staff quality gradually disappear in the fierce market competition. With the development of GSP, some pharmacies below 40 square meters have been eliminated from the drug retail market and replaced by pharmacies that meet the national GSP certification requirements. The country has carried out GSP certification in the field of pharmaceutical trading, and all pharmaceutical trading enterprises will obtain the certificate of "Good Quality Management Practices for Pharmaceutical Trading" before the end of this year, which will enable Chinese pharmaceutical trading enterprises to operate strictly according to law and further standardize their daily management. At the same time, standardized management has also improved the work efficiency of pharmacies and the basic quality and professional knowledge of clerks. 3. The intensification of competition in the market environment has generally reduced the single product profit of pharmacies, and improving the overall sales volume of pharmacies, that is, the business philosophy of small profits but quick turnover, has become the main idea of pharmacy management. At the same time, the focus of management has shifted to better meet the needs of consumers, and the shopping environment and service level have been constantly adjusted to meet the pressure from consumers. 4. Pharmacy diversified operation, from single storage to selling health, to selling health and beauty, to selling health and convenience. For example, increase health care products and precious Chinese herbal medicines, increase the sales of non-pharmaceutical health-related products such as cosmetics and daily necessities, and introduce convenience foods, drinks and daily consumer goods, lottery tickets, telephone cards, bus cards, newspapers and periodicals, typing, copying, dry cleaning, printing, booking tickets, public telephones and other services to improve the overall profitability of pharmacies. 5. Strengthen strategic cooperation with suppliers and manufacturers, and make full use of pharmacy site resources to obtain profit growth brought by non-sales, such as the collection of product shelf fees, advertising fees for products in stores, display and stacking of products in stores, product promotion activities fees, and management fees for factory promoters.
Facing the changes of terminal pharmacies, the corresponding terminal promotion work of OTC manufacturers should be adjusted accordingly. Especially in the case of fierce franchise chain, the characteristics of pharmacies can no longer be simply divided into three levels: A, B and C for management and work. Truly reflecting the characteristics of pharmacies is our guiding standard for hierarchical management of pharmacies. From the perspective of terminal working mode, the terminal working mode of single pharmacy is very different from that of chain pharmacies, and there are also differences between direct pharmacies and franchised pharmacies in chain pharmacies. Therefore, it is beneficial to the management classification of terminal pharmacies under the new form. According to our OTC staffing, terminal pharmacies are divided into two categories: target pharmacies and non-target pharmacies. With the deepening of our terminal work, the number of target pharmacies is increasing, but the number of non-target pharmacies is decreasing. The target pharmacy is marked as T (target) and the non-target pharmacy is marked as NT. In the target pharmacy, we carry out hierarchical management according to the characteristics of the pharmacy. The first category is divided into 1 and CHain pharmacies (ch): including direct stores of chain pharmacies and franchisees whose purchase and promotion activities are managed by chain pharmacies. 2. Single pharmacy (NCH): including single pharmacies and franchised pharmacies with strong independent ability in chain pharmacies. Classify the classified pharmacies for the second time, that is, 1, and large-scale affordable drug supermarkets (Class A), such as Renmin Pharmacy in Hunan and Kaixinren Pharmacy in Jiangxi. , as well as single-store affordable drug supermarkets opened by some chain pharmacies. 2. Pharmacy in downtown business district (Class B): refers to pharmacies mainly located in urban business districts. 3. Community pharmacies (Class C): mainly refer to small and medium-sized pharmacies opened in mature residential areas. 4. Factory and mine hospitals, township hospitals and clinics (level D). 5. Other pharmacies (Class E).
The schematic diagram of hierarchical management of pharmacies is as follows: (excel tables can be used for data screening and perspective analysis)
The primary classification, secondary classification and tertiary classification of drugstore names.
Name of Headquarters and Branch Target/Non-target Chain/Non-chain Parity/Business/Community/Hospital/Other
Chuan -0235 1 baixin medicine Longchuan store T NCH C
Chuan -0376 1 NCH ziguang pharmacy
Chuan -02670 Derentang Shudu Branch
Xiang -0 1356 Laobaixing Pharmacy Xiangya Road Store
The significance of the above reasonable classification of pharmacy terminals lies in that we carry out differentiated terminal promotion activities for pharmacies of different natures, that is, carry out targeted terminal work according to the characteristics of categories. For example, in the third-level pharmacy classified as Class A, the resident clerk is mainly stationed for on-site promotion, and terminal interception and anti-terminal interception are carried out on competitive varieties to improve the market share of products in similar products. For Class B pharmacies, the promotion activities of pharmacy terminals are mainly carried out, such as POP publicity, shop window advertisements, etc. What are the main sales positions to create a marketing atmosphere? For Class C pharmacies, we mainly choose the communities where the target consumers of our products are concentrated to carry out effective terminal promotion activities, and at the same time strengthen the product recommendation function of the shop assistants (because the shop assistants in community pharmacies have high trust in front of old customers, the success rate of recommending products is high). For the terminal work focus of CH pharmacy (chain store), it is necessary to strengthen cooperation and strategic alliance with chain headquarters (head office), effectively use the resources of chain pharmacies at low cost, and carry out unified terminal promotion activities in an efficient and orderly manner with the help of their unified management and distribution functions.
In a word, we can only avoid homogeneous marketing on the premise that we can't avoid homogeneous products. This requires not only strong management and execution of our organization, but also correct strategies and marketing methods on some core issues. Only in this way can we ensure the effective promotion of our terminals and finally achieve our marketing goals.