| 摘要: | 藥局是一個特別的行業，兼具有一般零售業的特性，也具備了專業醫療的角色。許多市面上的連鎖藥局透過連鎖化的管理及體制來降低成本，便利化透過多據點店鋪經營、開放式陳列及透明標價的方式來呈現；豐富商品種類、優化商品組合和資訊化來分析消費者的購買習性，進而調整經營方向與策略，提升整體連鎖藥局的經營管理績效及其競爭優勢。在醫藥分業的制度下，醫療院所釋出的處方箋商機，使得各藥局紛紛加入全民健康保險特約藥局的行列，雖然如此各藥局之定位並非全然相同，其中以專業藥局與藥妝藥局兩大型態為主，無論醫藥市場環境如何更迭演變，藥師的專業服務及健康諮詢仍是藥局存在的基本價值。
本研究方法以文獻探討及個案訪談收集為主，以台南市的某連鎖社區藥局五家為例，進行質性分析探討各家位置、經營成本、商品種類及數目、營業額等資料，其目的在於提升受訪連鎖社區藥局未來經營之依據。本研究結果發現B店所在地人口密度並不是最多的，但其營業額、客單價皆屬第一名，再加上訪談結果來看，B店確實在管理標準作業程序（SOP）和人員培訓來得比其他店嚴謹，一部分原因是B店店長會要求每個店員確實執行，並且監督檢查，如發現到任何問題會馬上處理。若能仿照其管理SOP、人員培訓、服務精神、商品控管等，套用在其他店並且確實執行，這也許能夠提升其他店的整體業績，或者作為拓展新店經營之依據。
The pharmacy is a special industry that combines the characteristics of a general retail industry with a professional medical role. Many chain pharmacies in the market reduce costs through the management and system of shackles, facilitating the presentation through multi-site store operations, open display and transparent pricing; enriching product categories, optimizing product mix and informationization, analyzing consumption habits, and then adjust the direction and strategy to improve the overall management performance of the chain pharmacy. Under the system of medical-pharmacy separation, the prescriptions and business opportunities released by medical institutions have led the pharmacies to join the National Health Insurance Pharmacy Bureau. Although the positioning of the pharmacies is not completely the same, among them, the two major types of the professional pharmacy and the pharmacy-cosmetic are the main ones. Regardless of how the pharmaceutical market environment changes, the professional services and health consultation of pharmacists are still the basics of the pharmacy. This research is mainly based on literature discussion and case interview collection. Taking a chain of pharmacy in Tainan City as an example, qualitative analysis is carried out to explore various locations, operating costs, types and numbers of products, income, etc. The purpose of this study is to enhance the basis for the future operation of the pharmacy visited by the chain. The results of this study found that the population density of the pharmacy B is not the largest, but its income and customer unit price are the first. In addition, the interview results show that the pharmacy B is indeed in the management of standard operating procedures (SOP) and personnel training. More rigorous than other stores, part of the reason is that the manager of the pharmacy B will require each store staff to perform, and supervise the inspection. If any problems are found, he will be dealt with immediately. If it can be modeled in its management SOP, personnel training, service spirit, merchandise control, and applied in other pharmacy and indeed implemented, this may enhance the overall performance of other pharmacies, or as a basis for expanding the operation of new stores. |
