Y醫療資訊化軟體公司發展戰略研究

Abstract

Y公司是一家專業從事醫療資訊化軟體研發、銷售與服務的高新技術軟體企業。在新技術不斷湧現，國家與老百姓對健康越來越重視，以及後疫情時代面臨產業調整的背景下，公司迎來政策引領的行業發展機會，同時也面臨研發成本加大，行業競爭加劇等方面的挑戰。公司為了從中等規模軟體企業發展成大型軟體企業，突破瓶頸，需要做出新的戰略安排。 本文以Y公司為研究物件，首先利用PEST工具從宏觀層面對政治、經濟、社會、技術四個方面的環境進行分析；其次用波特五力模型分析醫療資訊化行業客戶與供應商的討價還價能力，潛在進入者與替代品提供者的威脅，以及現有競爭對手的競爭形態；再次從微觀層面對Y公司的資源與能力進行分析，用VRIO模型評選出公司的核心資源與核心能力；接著用SWOT總結Y公司的優勢與劣勢，機會與威脅；運用SWOT組合策略列出企業的備選策略，從業務、組織架構、創新、市場、競爭、合作六個方面論證備選策略可行性；基於系統性分析確定四個發展戰略，最後用四大原則確定Y公司的市場優先戰略、合作共贏戰略、創新戰略、平臺化戰略四個發展戰略的優先順序。 本文在確定四大發展戰略之後，根據Y公司實際情況，為每個戰略制定可行的實施方案，並從組織架構、人力資源、績效考核、企業文化等方面採取優化措施，保障公司既定戰略順利推行。本文的研究結論對於Y公司的戰略規劃及未來發展具有重要指導價值，對於同類醫療資訊化軟體企業也具有啟發意義。

Y Company is a high-tech software enterprise specializing in the research and development, sales, and service of medical informatization software. Against the backdrop of the continuous emergence of new technologies, increasing emphasis on health by the country and the general public, and the face of industrial adjustments in the post pandemic era, the company is facing policy led industry development opportunities, as well as challenges such as increased research and development costs and intensified industry competition. In order to break the bottleneck and develop from a medium-sized software enterprise to a large software enterprise, the company needs to make new strategic arrangements. This article takes Y Company as the research object, and first uses PEST tool to analyze the political, economic, social, and technological environment from a macro level. Secondly, the Porter Five Forces model is used to analyze the bargaining power between customers and suppliers in the medical information industry, the threats posed by potential entrants and substitute providers, and the competitive patterns of existing competitors. Analyze the resources and capabilities of Company Y from a micro level again, and use the VRIO model to select the company's core resources and capabilities. Next, use SWOT to summarize the strengths and weaknesses, opportunities and threats of Company Y. Use SWOT combination strategy to list alternative strategies for the enterprise, and demonstrate the feasibility of alternative strategies from six aspects: business, organizational structure, innovation, market, competition, and cooperation. Use induction to determine four development strategies, and finally use the four principles to determine the priority of Y Company's market priority strategy, win-win cooperation strategy, innovation strategy, and platform strategy. After determining the four major development strategies, this article develops feasible implementation plans for each strategy based on the actual situation of Y Company, and takes optimization measures from organizational structure, human resources, performance evaluation, corporate culture, etc. to ensure the smooth implementation of the company's established strategies. The research conclusion of this article has important guiding value for Y Company's strategic planning and future development, and also has enlightening significance for similar medical information software enterprises.