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首页> 外文期刊>Journal of the American Pharmaceutical Association: APhA >A tool for corporate decision making about cognitive pharmaceutical services.
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A tool for corporate decision making about cognitive pharmaceutical services.

机译：用于做出有关认知制药服务的公司决策的工具。

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OBJECTIVE: To present and discuss the models, theories, ideas, and frameworks that corporate decision makers would apply to the implementation of cognitive pharmaceutical services. BACKGROUND: Large chains and integrated delivery networks dominate the pharmacy marketplace. As a result, in many instances implementing cognitive pharmaceutical services, or expanding their delivery, first requires approval of a corporate decision maker, often not a pharmacist, who is schooled in marketing, management, and finance, and who necessarily views proposals for cognitive pharmaceutical services from those frames of reference. This article focuses on the following six marketing and management questions that corporate decision makers likely want answered before approving and funding the implementation of cognitive pharmaceutical services: (1) What is our product? (2) Who will pay, and what is the price? (3) Is there a market, and can it be reached? (4) What procedures must be put in place? (5) Who will deliver the service? (6) Where are the services to be delivered, and how is the facility to be presented? DISCUSSION: For a pharmacy manager charged with bringing cognitive pharmaceutical services to the marketplace, consideration of the issues detailed here meets a reasonable test of due diligence in committing human, financial, and organizational resources. CONCLUSION: It is natural for a pharmacist to look at cognitive pharmaceutical services through a professional lens. It is just as natural for a corporate decision marker to look at cognitive pharmaceutical services through a marketing and management lens. Unless both lenses are put together, one gets only half the picture.
机译：目的：介绍和讨论公司决策者将应用于认知制药服务实施的模型，理论，思想和框架。背景：大型连锁店和集成的交付网络主导着药房市场。结果，在许多情况下，实施认知药物服务或扩大其交付范围，首先需要获得公司决策者的批准，而该决策者通常不是药剂师，并且必须接受营销，管理和金融方面的教育，并且必须查看有关认知药物的提案这些参考框架中的服务。本文重点讨论以下六个营销和管理问题，在批准和资助实施认知制药服务之前，公司决策者可能希望回答这些问题：（1）我们的产品是什么？ （2）谁来支付，价格是多少？ （3）有市场，可以达到吗？ （4）必须制定哪些程序？ （5）谁来提供服务？ （6）在哪里提供服务，以及如何提供设施？讨论：对于负责将认知药物服务推向市场的药房经理，此处详细讨论的问题符合对人力，财力和组织资源投入方面的尽职调查的合理测试。结论：药剂师通过专业的眼光来看认知药物服务是很自然的。对于公司决策者来说，通过营销和管理视角看待认知制药服务也很自然。除非两个镜头都放在一起，否则只能获得一半的图像。

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