台灣婦幼聯合診所的商業模式及經營策略之分析 -以B婦幼聯盟為例

Abstract

台灣自1995年實施全民健康保險以來，由於健保財務面的因素，造成給付制度不斷調整改變。醫療機構面臨變動劇烈的環境，形成醫學中心與西醫基層診所不斷增加，小型地區醫院及婦產科診所大幅減少，醫療院所朝M型化發展，尤其婦產科及小兒科面臨少子化的影響，經營環境更加嚴峻。因此婦產科診所或婦幼聯合診所或必須發展良好的經營策略與成功的商業模式，才能建立競爭優勢，永續經營。 本研究運用個案研究法，以《B婦幼聯盟》為研究對象，在1996年剛創立時僅為一家由單獨醫師執業的婦產科診所，20多年來已發展成為擁有八家婦幼聯合診所、一家婦幼地區醫院及八家產後護理之家的婦幼聯盟。藉由分析個案的價值主張，崁入可行的商業模式，來為顧客創造價值；同時又以核心能力為基礎，發展出成創新成長及多角化的經營策略，提供婦幼健康一站式的服務，在台灣五大皆空的醫療環境下逆勢成長。 本研究歸納出其成功的關鍵因素及商業模式，提出以下建議供基層診所及小型地區醫院未來的發展做參考：1.從核心能力出發，發展特色醫療，增加自費醫療收入；2.朝向聯合診所或連鎖體系發展，以提高醫療品質並共享資源；3.善用科技，打造「智慧醫療院所」，提升競爭力；4.良好的醫療品質才能建立持久的醫病關係。

Taiwan has adopted a national health insurance (NHI) system since 1995. Because of financial pressures and budget deficits, the payment system of NHI has been revised many times in recent years to maintain solvency. However, inequitable insurance reimbursement in the current system results in a highly competitive environment that increases the number of medical centers and western medicine clinics but greatly decreases the number of district hospitals and OBS/GYN clinics in Taiwan. The market of medical institutions has been turning to the M-shaped development. Due to low birth rates, the management of OBS/GYN and pediatric clinics has become especially difficult. Therefore, OBS/GYN and pediatric clinics have to develop good management strategy and successful business models to achieve sustainable growth. This research is a case study of B Alliance of women’s and children’s clinics which was founded by an OBS/GYN doctor as a solo clinic in 1996. Over more than twenty years, it has developed into an enterprise encompassing eight women’s and children’s clinics, one district hospital, and eight postpartum nursing care centers. We analyzed B Alliance’s customer value proposition, which was embedded in its business model. Based on the core competencies, B Alliance has developed an innovative growth and diversification strategy to provide one-stop service for the healthcare of women and children. Although there is a current shortage of doctors in five specialty ( internal medicine, surgery, OBS/GYN, pediatrics and emergency medicine) in Taiwan, B Alliance still has the competence to grow rapidly. In addition, based on this case’s successful business model, this study provided the following suggestions for western medicine clinics and small district hospitals to develop their medical practices. First, these small-scale medical institutions may develop specialty medicine to increase self-paid income on the basis of core competencies. Second, in order to improve medical quality and share resources, the development of group practice clinics or medical networks will be likely necessary. Third, physicians must utilize modern technology to run their clinics with intelligent medical systems in order to maintain competitiveness. Fourth, the long-term relationship between physicians and patients must always be built on good healthcare quality.