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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 曹承礎 | |
| dc.contributor.author | Shao-Yin Cheng | en |
| dc.contributor.author | 鄭劭音 | zh_TW |
| dc.date.accessioned | 2021-06-08T07:13:55Z | - |
| dc.date.copyright | 2011-08-19 | |
| dc.date.issued | 2011 | |
| dc.date.submitted | 2011-08-11 | |
| dc.identifier.citation | 元大投顧2011年1月7日杏昌（1788 TT）個股報告，頁5。
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/26530 | - |
| dc.description.abstract | 藉由深度的S-C-P分析，本研究分析了臺灣血液透析市場的現況，並進一步發現政府政策是形成臺灣血液透析市場的市場結構、市場行為及市場績效的關鍵因素。此外，本研究更發現，目前臺灣的血液透析市場陷入了零合競爭的情況，在零合競爭下，產業內一方的收益來自於犧牲另一方的利益，換句話說，臺灣透析產業陷入了成本轉嫁的惡性循環，透析服務者、透析患者及政府皆藉由轉嫁成本至他方來提高自身利益。
為了改善目前的現狀，本研究提供了兩個策略概念：（1）退出策略——退出目前由全民健保局所控制的產業環境，並創立一個不受健保局規範的新競爭環境；（2）競爭重心轉移策略——將競爭重心由原本的「成本轉嫁」轉換成「價值提升」。 本研究基於前述的兩個策略概念提出一個具體策略——引進居家夜間血液透析（home nocturnal hemodialysis），居家夜間血液透析對透析服務者、透析患者及社會整體的優點在研究中進一步的分析，本研究也將探討目前實施居家夜間血液透析所受到的限制。 | zh_TW |
| dc.description.abstract | Through a thorough S-C-P analysis of dialysis industry in Taiwan, this research provides an in-depth picture of the industry. It further identifies that government policy is the key determinant of the overall industry structure, market conduct as well as market performance. Unfortunately, this research also reveals that the current industry is in zero-sum competition where one industry player’s gain is at the other’s expense. All industry players, including dialysis service providers, dialysis patients and government are trapped in the cost-shifting vicious circle with little hope to step out. To the very situation, this research proposes two strategic concepts to improve the current phenomenon: (1) the option out strategy—withdrawing from game under NHI’s control and start a new game field free from NHI regulation and planned economies; and (2) competition focus switching strategy—switching the focus of competition from cost reduction to patient’s value creation. One concrete strategic recommendation has been made in the later part of the thesis—home nocturnal hemodialysis serving both for the purpose of optioning out and competition focus switching. The advantages of HNHD, to dialysis service providers, to the patients and to the overall society as well, are analyzed in details. The current restrictions to execute HNHD in Taiwan are also discussed in the research. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T07:13:55Z (GMT). No. of bitstreams: 1 ntu-100-R98749018-1.pdf: 1453117 bytes, checksum: 9e3ea1a2b82d7401be9ad88a4d2fc586 (MD5) Previous issue date: 2011 | en |
| dc.description.tableofcontents | Chapter 1: Introduction
1.1 Background and Motivation……………………………………1 1.2 Objective…………………………………………4 1.3 Research Structure……………………………4 1.4 Significance of the Study……………………6 Chapter 2: Literature Review……………………8 2.1 Overview of Dialysis Industry………………………………8 2.1.1 Kidney Disease and Dialysis………………………………8 2.1.1.1 Kidney Functions………………………………………8 2.1.1.2 Chronic Kidney Disease…………………………9 2.2.1.3 Dialysis………………………………………………10 2.2 Concept of S-C-P Analysis……………………………………14 2.3 Value-based Competition vs. Zero Sum Competition………17 2.4 Disruptive Solution to Health Care…………………………19 2.4.1 Intuitive Medicine and Precision Medicine……………20 2.4.2 The Basis of Competition in Health Care………………21 Chapter 3: Research Methodology…………………………………23 3.1 Research Approach……………………………………………23 3.2 Data Collection Method………………………………………23 Chapter 4: S-C-P analysis on dialysis industry in Taiwan…25 4.1 Market Conditions………………………………………………25 4.1.1 Demand………………………………………………………25 4.1.1.1 Elasticity of Demand and Substitute…………………28 4.1.1.2 Demography of Patients Receiving Dialysis…………28 4.1.1.3 Factors Affecting Purchasing…………………………31 4.1.2 Supply…………………………………………………………33 4.1.2.1 Taiwan Society of Nephrology……………………33 4.1.2.2 Dialysis Technology and Process……………………35 4.1.2.3 Product/Service Characteristics………………………38 4.2 Government policy………………………………………………38 4.2.1 National Health Insurance…………………………………38 4.2.2 Global Budget, Expenditure Cap, and Point Value……39 4.2.2.1 Dialysis Service Points and Point Value…………41 4.3 Market structure…………………………………………………42 4.3.1 Industry Supply Chain………………………………………42 4.3.2 Entry barriers…………………………………………………43 4.3.3 Cost structures………………………………………………44 4.3.4 Business strategies………………………………………………47 4.3.5 Market players…………………………………………………49 4.3.5.1 Types of Dialysis Service Provider………………49 4.3.5.2 Numbers of Dialysis Service Provider………………49 4.3.5.3 Dialysis Service Provider—Major Player in Taiwan…50 4.4 Market Conduct…………………………………………………51 4.4.1 Pricing and Product Strategy……………………………51 4.4.2Consolidation and Chained Freestanding Dialysis Centers…51 4.5 Market Performance………………………………………………53 4.5.1 Technical Process and Product Quality…………………53 4.5.2 Current Value Point and Reimbursement Policy…………53 4.5.3 The Growth Rate, Occurrence Rate and Prevalence Rate of Dialysis………54 4.5.4 Dialysis Service Provider Behavior Facing Fixed Expenditure Cap under Global Budget…………………………………………54 4.5.5 Profits Margin………………………………………………56 4.6 The Causal Relationship among Government Policy, Basic Market Condition, Market Structure, Market Conduct and Market Performance…56 4.7 Problem Root Identification…………………………………62 Chapter 5: Zero-sum Competition in Dialysis Industry in Taiwan…………65 Chapter 6: The Way Forward—Disruptive Solution to Dialysis Market…………70 6.1 From Zero-sum Competition to Value-based Competition………………70 6.1.1 Transforming Zero-sum Competition by Withdrawing from the Game……………………………………………………70 6.1.2 Transforming Zero-Sum Competition by Creating Value for Patients……………………………………………………………73 6.1.3 Benchmark—Value-based competition in Healthcare in Taiwan…………………………………………………………………73 6.2 Disruptive Solution to Dialysis Industry—Home Nocturnal Hemodialysis……………………………………………74 6.2.1 Introduction of Home Nocturnal Hemodialysis…………75 6.2.2 Advantages of Home Nocturnal Hemodialysis……………75 6.2.2.1 Cost Reduction for Service Provider…………………76 6.2.2.2 Value Creation for Patient……………………………79 6.2.2.2.1 The Improvement of Clinical Parameters………79 6.2.2.2.2 Improvement of Quality of Life……………81 6.2.2.3 Social Welfare Created by Home Nocturnal Hemodialysis……83 6.3 From Zero-sum to Value-based Competition………………86 6.4 Current Restriction and Constrain…………………………87 6.4.1 Barriers for Dialysis Providers………………………………87 6.4.2 Barriers for dialysis patients……………………………89 6.4.2.1 Monetary Barriers…………………………………89 6.4.2.2 Patient-perceived Barriers……………………………90 Chapter 7 Conclusions and Future Research Directions………………………92 7.1 Conclusion…………………………………………………………92 7.2 Future Research Directions……………………………………93 References and Bibliography……………94 Appendix………………………………………………………………99 | |
| dc.language.iso | en | |
| dc.subject | 產業分析 | zh_TW |
| dc.subject | 臺灣血液透析市場 | zh_TW |
| dc.subject | 零合競爭 | zh_TW |
| dc.subject | 價值取向競爭 | zh_TW |
| dc.subject | industry analysis | en |
| dc.subject | zero-sum competition | en |
| dc.subject | value-based competition | en |
| dc.subject | Taiwan dialysis industry | en |
| dc.title | 從「零和競爭」到「價值取向競爭」——臺灣血液透析市場分析與破壞式策略建議 | zh_TW |
| dc.title | From Zero-sum Competition to Value-based Competition: A Disruptive Solution to Taiwan Dialysis Industry | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 99-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳鴻基,許瑋元 | |
| dc.subject.keyword | 臺灣血液透析市場,零合競爭,價值取向競爭,產業分析, | zh_TW |
| dc.subject.keyword | industry analysis,zero-sum competition,value-based competition,Taiwan dialysis industry, | en |
| dc.relation.page | 101 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2011-08-11 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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