【正文】 shops will have a long way to go. Meanwhile, there are some chemist’s shops that have the same sizes as the Jingling, such as the Sanjiu, Xiansheng, Guosheng and so on. They all belong to the second group, but he Jingling Big Pharmacy should be located as their leader in view of the following superiorities: abundant cash fluid, supports from the Jingling Pharmaceutical Company (listed pany), personnel qualities, management superiorities, etc. After the exact market location, the author first studies some details, then bines them as researches into tactics, last puts forward some concrete strategic thinking. As for the key researches into details, choosing locations is the first consideration. As for choosing locations, it can be said that choosing the exact locations means the half success. So the author lays emphasis on prehensive analyses of their thinking and brings forward some new ideas. The second consideration is the present business mode of the Jingling. The mode is a bined one between selfuse and merce. Each mode has its pros and cons, but the key is how to develop what are advantages and discard what are not. The third is sales promotion, which is vital for modern marketing. It is the weaker but improvable point for the Jingling. The last consideration is the aspect of human resources. Stimulation system, train and automation are the best at the Jingling. However, there have been losses incurred for several years in succession at the Jingling Big Pharmacy. So the article analyzes its financial situation and obtains the following results: First, due to successive petition, the gross profit is only 25%, which will probably go down for a little degree. Second, the wages and expenses are too high to be reduced, which is caused by certain historical reasons but should have potentialities. Third, the elasticity of house rents is small, which is determined by experiences. Last, the cost of administration is higher. Hence, certain methods and 此資料來自 企業(yè) ()，大量的管理資料下載 III ways are respectively given. After the above analyses, let’s research the newest statistical investigation report in 2020 by China Supervision and Management Bureau of Foods and Medicines. The report clarifies some mistaken thinking for years as follows: who are the main purchasers? What function are lower prices? What kind of drugstore is the first choice of customers? Indeed, the report draws an authoritative conclusion as follows: young and middleaged people are the main purchasers, lower prices does not belong to the three more attractive reasons, the drugstore with good brand and good credit standing is customers’ first choice. According to it and the practice of the Jingling, the author respectively puts forward his own ideas and suggestions about the development strategy of the Jingling Big Pharmacy. Key words Jinling Big (Chain) Pharmacy chain pharmacies, market location, innovations in management 此資料來自 企業(yè) ()，大量的管理資料下載 IV 目 錄 第一章 導(dǎo) 論 ................................................................................................. 1 第一節(jié) 研究的背景 ................................................................................... 1 第二節(jié) 研究的目標和意義 ......................................................................... 4 第三節(jié) 分析的理論框架 ............................................................................ 5 第二章 金陵大藥房連鎖經(jīng)營戰(zhàn)略分析 ............................................................. 8 第一節(jié) 連鎖藥房的市場定位 ..................................................................... 8 第二節(jié) 連鎖商圈的調(diào)查和選址 ................................................................ 12 第三節(jié) 營銷之道 ................................................................................... 14 第四節(jié) 多元化嘗試 ................................................................................. 16 第三章 金陵 大藥房連鎖經(jīng)營戰(zhàn)術(shù)分析 ........................................................... 17 第一節(jié) GSP—— 連鎖藥房的管理關(guān)鍵 ..................................................... 17 第二節(jié) 如何提高單店營銷額 ................................................................... 21 第三節(jié) 促銷 ............................................................................................ 23 第四節(jié) 如何進行單品管理 ....................................................................... 26 第四章 醫(yī)藥連鎖經(jīng)營的人力資源分析 ........................................................... 29 第一節(jié) 員工目標設(shè)定 .............................................................................. 29 第二節(jié) 培訓(xùn)的分類 ................................................................................. 30 第三節(jié) 培訓(xùn)的意義 ................................................................................. 33 第五章 醫(yī)藥連鎖經(jīng)營的經(jīng)營思路及管理創(chuàng)新 ................................................. 36 第一節(jié) 基礎(chǔ)管理及效益分析 ................................................................... 36 第二節(jié) 金陵大藥房的經(jīng)營思路（建議） ................................................. 39 第三節(jié) 企業(yè)文化和營銷創(chuàng)新 ................................................................... 42 第四節(jié) 人力資源管理創(chuàng)新 ....................................................................... 44 參考文獻 ......................................................................................................... 48 后 記 ......................................................................................................... 50 此資料來自 企業(yè) ()，大量的管理資料下載 1 第一章 導(dǎo) 論 第一節(jié) 研究的背景 隨著我國醫(yī)藥衛(wèi)生體制改革、城鎮(zhèn)職工醫(yī)療保險體制 改革和深化以及分開核算、分別管理的呼聲日高，醫(yī)藥零售業(yè)成為新的投資熱點和社會熱點。通過分析，最后針對各方面都給出了一定的方法和途徑。 令人遺憾的是，金陵大藥房幾年來連續(xù)虧損，所以對它的財務(wù)狀況進行了仔細的分析： 毛利不高，只有 25%，連年競爭的結(jié)果，估計還有小幅度的下降。對于選址，可以講選準了門店地點就成功了一半，所以花了不少篇幅對他們的一些思路進行了綜合分析，并提出了一些新的看法。在南京，最大的是百信藥房，它超過 100 家藥房，以金陵大藥房 27 家門店與之相比有相當差距，同時與金陵大藥房有同等規(guī)模的還有三九、先聲、國盛等。此資料來自 企業(yè) ()，大量的管理資料下載 I 摘 要 本論文旨在通過對金陵大藥房（連鎖）有限責任公司的研究、找到一條更適合其發(fā)展壯大的道路。其次我們將對金陵大藥房進行市場定位。在細節(jié)也是比較關(guān)鍵的研究上我們首先是考慮選址。另外， 激勵和培訓(xùn)在金