由於高齡化社會的形成及全球性的空氣汙染等等因素，近年來癌症人數持續增加並衍生龐大的醫療費用支出。面對日漸提昇的抗腫瘤藥物與醫療服務需求，醫藥產業所面臨的挑戰及變化不單只是藥品的研發和銷售，更應提昇更多的服務創新和深度考慮社會、產業動態環境及策略因應，有效投入資源以利做出最合適的決策和經營發展。
本研究目的試著將目前製藥界經營與行銷模式加入「動態策略觀點」以利更快速有效反應市場動態變化和資源投入，期望能整合行銷策略的發展及經營績效。透過實務案例探討、數據分析及策略情境規劃分析，設定三個市場動態與策略模組方案，經由管理飛行模擬器建構出五種認知階段的客戶及流入和流出情況，同時發掘影響客戶的變數，並隨著不同發展階段的目標客戶搭配不同的行銷策略動態方案，進行經營效益的模擬分析和策略方案探討。
研究結果顯示，藥廠若以電腦模擬來測試藥品發展策略，可加強掌握最佳投資的時機，從結合電腦模擬技術的動態策略分析過程中除可提供主管測試及決策不同策略方案及資源投入的影響外，亦可解除藥廠常常重複投資特定客戶的迷思或主觀盲點，隨著不同目標客群發展階段，投入不同的醫療資源，搭配合適的商業行銷策略亦將會帶來顯著的績效助益及幫助更多病患適當治療疾病，若能建立起目標客戶健全之結構，更有助於建立醫藥產業結構的健全發展型態。
With factors such as the formation of an aging society and global air pollution, the number of cancer patients has increased consistently in recent years, thus generating immense medical expenses. In response to the increasing demand for antitumor drugs and medical services, the pharmaceutical industry is facing challenges and changes not only regarding research and development and sales of drugs, but should also offer more innovative services and consider social, industrial dynamic environment and strategic response, in order to effectively invest resources for the most suitable decision and operational development.
This research aims to include ‘dynamic strategic perspective’ in the current modes of operation and marketing of the pharmaceutical industry, for faster and more effective reaction to dynamic changes in the market and resource investment. It is expected to integrate development of marketing strategies with operating performance. From exploration of practical case studies, data analysis and analysis of strategic scenario planning, three market dynamics and strategy module solutions were developed. With the use of management flight simulator, five cognitive stages of the inflow and outflow of customers were constructed. Variables that influence customers were found. The thesis then analyzed simulation of operation benefits and explored strategy solutions with matching different marketing strategic dynamic solutions with target customers of the various stages of development.
According to the study, a pharmaceutical factory can best enhance ideal timing of investment by testing drug development strategies with computer simulations. From dynamic strategic analysis that combines computer simulation technology, the factory can not only offer supervisors the chance to test and determine impact of strategy solutions and resource investment, but also solve the myth and subjective blind spot in which pharmaceutical factories often repeat investments into certain customers. Different medical resources should be invested with the development stages of different target customers. Suitable business marketing strategies can only bring more significant performance benefits and help patients to receive suitable medical treatments. Furthermore, a complete structure for target customers constructed can only promote the construction of complete development for the structure of the pharmaceutical industry.
