從臨床實務看醫材行銷活動

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從臨床實務看醫材行銷活動

  1. 1. = = 2
  2. 2. ! " !"#$ %&'( # $ )*#$ +, % ' ) +. 0 2 4 6 8 -./ & ( * ,/ 1 3 5 7 9 -
  3. 3. Add Your Text Add Your Text Add Your Text Medical Electrical Equip. Add Your Text Add Your Text 4 Add Your Text
  4. 4. BioMedical Industry
  5. 5. Challenges
  6. 6. not-for-profit profit-oriented handicraft manufacture whole value chain fee-for-service capital gain intellectual labor entrepreneur stakeholder stockholder Intangible asset cannot Intangible & tangible be traded asset are commodity
  7. 7. King of king?
  8. 8. BioMedical Industry!! Medicine Business
  9. 9. stakeholder stockholder fee-for-service capital gain not-for-profit profit-oriented intellectual labor entrepreneur handicraft manufacture whole value chain Intangible asset Intangible & tangible cannot be traded asset are both commodity
  10. 10. 40% margin
  11. 11. A school of fishes.... 19
  12. 12. what’s desirable what’s possible what’s viable
  13. 13. what’s viable what’s possible what’s desirable
  14. 14. Marketing Strategy: What are the customers telling us? What are they hungry for? what’s viable what’s possible what’s desirable
  15. 15. Partnership Strategy ( ): expertise-focusing resource-sharing opportunity-risk-sharing what’s viable what’s possible what’s desirable
  16. 16. Leader in Technology what’s viable what’s possible what’s desirable
  17. 17. =Innovators+Customers Technology what’s possible Business what’s viable Customer what’s desirable who create the products through their expertise and need
  18. 18. 07-09 Concept Prototype Foundry CIS Design House IC Package & Test Lens LED SPBC Precision Molds
  19. 19. Core Competence
  20. 20. 22/22
  21. 21. Cooperation Starts from... Profit Sharing 31
  22. 22. 96 6 15 96 7 4 110 12 31 32
  23. 23. 33
  24. 24.  ( ) (pre-clinical)  =Class III  ( ) ,  ( ) 34
  25. 25. >10% 35
  26. 26. 36
  27. 27. 50% 37
  28. 28. – – – – 38
  29. 29. i- From clinician-driven society to a profit-driven industry
  30. 30. (PCA) PCA
  31. 31. PCA PCA 95% in Taiwan PCA PCA 80% in China
  32. 32. PCA Hospital Doctor Patient PCA Vendor
  33. 33. PCA Hospital Doctor Patient PCA Vendor
  34. 34. PCA & KPI& ( ) Hospital Doctor Patient PCA Vendor &
  35. 35. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
  36. 36. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
  37. 37. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
  38. 38. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
  39. 39. PCA Key Account & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
  40. 40. PCA 8 & KPI& ( ) Hospital Doctor Collection & Analysis Patient PCA Vendor &
  41. 41. & PCA 8 =0 KPI& ( ) Hospital Doctor Collection & Analysis Patient PCA Vendor &
  42. 42. What Key Accounts Really Need?  Value-added tool pocket $  Managerialperformance  Academic performance i-Pain Acute Pain Service
  43. 43. What Key Accounts Really Need? KPI& ( ) Doctor  Value-added tool pocket $  Managerialperformance  Academic performance i-Pain Acute Pain Service
  44. 44. Key Account! Clinical Network: surgeons patients nurses pharmacists.... 45
  45. 45. Entry Barrier    
  46. 46. 48
  47. 47. Supplier Input Process Output Customer
  48. 48. Customer Output Process Input Supplier
  49. 49. Interaction Feedback Loop Clinician Satisfaction Vendor Satisfaction TQPM logistic management (total quality pain management) marketing comprehensive database supply/inventory high throughput research database remote monitoring Patient Satisfaction customized protocol patient-centered service personal pain diary real-time monitor
  50. 50. Interaction Feedback Loop Patient Satisfaction Vendor Satisfaction customized protocol logistic management patient-centered service marketing personal pain diary supply/inventory database real-time monitor Clinician Satisfaction TQPM (total quality pain management) comprehensive database high throughput research remote monitoring
  51. 51. Interaction Feedback Loop Clinician Satisfaction Patient Satisfaction TQPM customized protocol (total quality pain management) patient-centered service comprehensive database high throughput research personal pain diary remote monitoring real-time monitor Vendor Satisfaction logistic management marketing supply/inventory database
  52. 52. Interaction Added Value to Stakeholder 1 ⇓ ⇑ ⇓
  53. 53. Interaction Added Value to Stakeholder 2 3
  54. 54. Welcome to a brave new world Sunscope ®
  55. 55. The story began when SARS...
  56. 56. Why not LED+CMOS inside!
  57. 57. 2/22
  58. 58. 2/22
  59. 59. 2/22
  60. 60. 68% 32% Olmpus J & J Tyco Boston Scientific Karl Storz Smith & Nephew Sunscope 2/22
  61. 61. Grand Panda 2009-2-16
  62. 62. 10/22
  63. 63. CMOS 11/22
  64. 64. + 13/22
  65. 65. A Good Idea? 1. disposable endoscope 2. rapid prototype +) 3. fast clinical trial = A Clinician-based Design House
  66. 66. Value-adding board structure One Stop Shop Globalization Flagship Company Key component Marketing & Sales Design house supply chain & channel 65
  67. 67. Value-adding board structure One Stop Shop Quantum Globalization Leap! Flagship Company Key component Marketing & Sales Design house supply chain & channel 65
  68. 68. P
  69. 69. • Innovation focuses on... idea (e.g. paper) product (e.g. patent) management (e.g. process) • Entrepreneur focuses on... Profitable business
  70. 70. stakeholder stockholder fee-for-service capital gain not-for-profit profit-oriented intellectual labor entrepreneur handicraft manufacture whole value chain Intangible asset cannot Intangible & tangible be traded asset are commodity
  71. 71. stockholder capital gain profit-oriented entrepreneur whole value chain Intangible & tangible asset are commodity
  72. 72. 70

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