隨著藥局產業大環境的變遷，消費者從過去到藥局的有病看病慢慢演變成現在到藥局的沒病強身的消費型態。傳統藥局以商品為中心，追求賣出商品，以販賣為目的，而現在則是朝複合式藥局為經營方式，以需求為中心，追求販賣暢銷品，淘汰滯銷品，以滿足顧客需求為目的。消費型態的改變，促使藥局經營者深切體認到複合化、專業化、便利化、連鎖化及資訊化的重要性。
本研究透過一對一的方式，採用開放式與焦點式的訪談，從內外部環境來探討藥局策略聯盟關鍵成功因素與不成功因素，以及不同區域上同業對於藥局產業策略聯盟關鍵成功因素認知差異，歸納出不同區域藥局策略聯盟的關鍵成功因素。
從個案分析結果可彙整藥局在進行策略聯盟時所必須考量的關鍵成功因素，分別為「政府政策的擬定」、「策略聯盟藥局的知名度」、「擁有優秀的開發團隊」、「高品質低價的PB商品」、「網路平台的建立」、「企業間管理分配的制度」、「市場營銷策略及目標的訂定」、「財務資金的運用」及「企業間隱私及信任度」。
根據北中南區域上的不同，歸納出北部的連鎖藥局以間接加盟的方式創造物流，讓業者可以共同取貨，降低彼此的成本。中部的各大藥局由個別一二間藥局結盟成立一個會，共同創造PB商品。南部的藥局以讀習會的型態招募會員參加，創造彼此共同的理念。
藥局進行策略聯盟必須要做到「簡單化」、「標準化」、「專業化」、及「集中化」，加強內部人員的專業知識、服務態度及滿足顧客的需求。不同區域企業間的策略聯盟，除了要彼此互相信任外，不同區域該如何利益共享、資訊交流，如何做到共同促銷、共同訓練、共同採購、共同Logo及共同開發，都是該正視的課題。

Due to the changes in the environment of pharmacy industry, consumers have slowly altered their mode of consumption from going to the pharmacy for the treatment of illness to going there for the enhancement of health. Products used to be the key concern in traditional pharmacies of which the sales-oriented objective results in seeking for the sales of products, but now pharmacies tend to adopt a multifunctional managing strategy, which is demand-oriented aiming at the fulfillment of customer needs by providing the best-selling products while eliminating the dead stock. The transformation of the mode of consumption fosters the managers of pharmacies to identify the importance of multifunction, professionalism, convenience, chain operation, and computerization.
This research adopts both open-ended and focused one-on-one interviews. It examines the factors that would influence the success of strategic coalition between pharmacies in their inner and outer context, and also the discrepancy in the recognition of factors affecting the success of strategic coalition in this industry in different areas. By means of this approach, this research sums up the key factors leading to successful strategic coalition in different areas.
The key factors that need to be considered when conducting strategic coalition between pharmacies are obtained through case studies, and these factors are: “the making of governmental policies,” “the reputation of pharmacies in strategic coalition,” “an excellent team for business development,” “developing private brands with a high quality and a low price,” “the establishment of the web,” “the administrating and distributing system between businesses,” “the stipulation of marketing strategies and objectives,” “the application of finance,” and “the privacy and trust between businesses.”
Due to the geographical difference among the northern, the central, and the southern areas, chain pharmacies in the north prefer indirect franchise through which all businesses can distribute products together to lower their cost in their market distribution, while in the central area chain pharmacies are usually made of one or two pharmacies, collaborating with each other to create private brands. Pharmacies in the southern area achieve a common ideal through participating as a member in the social meeting for study and learning.
“Simplification,” “standardization,” “professionalism,” and “centralization” must be achieved in strategic coalition between pharmacies with which the professional knowledge of the staff as well as their service would be strengthened to meet the customer needs. The strategic coalition between businesses in different areas requires mutual trust, but the sharing of interest, the information exchange, and how to achieve joint promotion, joint training, joint purchase, joint logo, as well as joint development are all serious issues that should also be dealt with.

中文摘要 II
英文摘要 III
誌謝詞 V
目 錄 VI
表目錄 VII
圖目錄 VIII
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 4
第三節 研究目的 7
第四節 研究流程 8
第二章 文獻探討 9
第一節 藥局產業與特性 9
第二節 策略聯盟 24
第三節 策略聯盟的關鍵成功因素 38
第三章 研究方法 51
第一節 研究架構 51
第二節 訪談設計 51
第三節 訪談問題 53
第四節 研究過程 54
第五節 研究對象 55
第四章 研究訪談分析 56
第一節 個案訪談分析與彙整 56
第二節 個案分析比較 69
第三節 SWOT分析 77
第四節 五力分析 80
第五節 藥局策略聯盟關鍵成功因素 83
第五章 結論與建議 88
第一節 研究結論 88
第二節 研究建議 90
第三節 後續研究建議 93
參考文獻 94
附錄一 訪談大鋼 99

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