服務行銷金三角於公衛政策之運用:以公費新冠肺炎疫苗施打為例

Abstract

自2019年12月起，新型冠狀病毒（SARS-CoV-2）於中國武漢爆發，迅速成為全球公共衛生危機。到了2020年1月30日，此疫情被世界衛生組織宣布為國際公共衛生緊急事件。疫情的快速擴散對全球健康、經濟及社會造成深遠影響。有效的疫苗接種成為控制疫情的關鍵手段，推動全球多家藥廠投入疫苗研發。台灣因國際政治處境面臨獲取疫苗的困難，直至2021年3月22日首批AZ疫苗抵台，隨後美國與日本捐贈及購買的疫苗陸續到達。臺大醫院由高淑芬副院長迅速組成疫苗施打團隊，主導執行為期兩年的公費疫苗接種任務。 本個案研究旨在揭示此任務的願景、目的及目標，階段性記錄並以任務生命週期呈現，如何以整合行銷傳播策略有效推展為期兩年的新冠疫苗施打任務的服務行銷金三角，以及如何評估成果指標。 臺大醫院疫苗施打任務的願景為公共衛生及社會責任的典範，核心價值在於提供民眾一個便利、流暢、安全且溫馨的接種經驗，目的為透過有效的疫苗施打控制疫情，以恢復醫院的常規運作及社會的正常社交與經濟活動。任務的生命週期：（1） 初始期（2021年3月22日到6月15日）：此階段主要針對醫院內的醫護人員，使用的疫苗種類有限（主要為AZ疫苗），並專注於準備大型疫苗施打場館。（2）成長期（2021年6月15日到7月30日）：於臺大醫院國際會議中心及醫學院體育館建置8個顏色標示的接種站，始自85歲以上長者，加入孕婦莫德納門診，於7月30日達到了單日4056人的接種量。會議中心隨後恢復正常商業運作。（3）成熟期（2021年7月31日至2022年2月19日）：在學校假期期間利用體育館空間，根據疫苗供應情況開放預約，使民眾能夠全面接種。除AZ和莫德納疫苗外，新增了高端和BNT疫苗，並開始為青少年提供接種。在成熟期的開始和結束時各舉辦一次大型記者會。（4）衰退期（2022年2月21日到2023年3月12日）：此段時期18歲以上成人已完成第一、第二劑接種後，接種需求顯著下降，超過60%的成人已完成追加劑接種。即便引入了Novavax，並在特定時期開放兒童和嬰幼兒接種，以及增加了針對莫德納BA.4/5變種的接種，整體接種熱情仍有限。 整個任務中，疫苗團隊透過會議、傳統平面與數位媒體、社交媒體、通訊軟體、電話、Email、文宣廣告、及院內資訊網路公告等多元管道，向院內員工、團隊成員、內外部長官、民眾及全國人民傳達一致的訊息。 此次任務的成效評估包括：疫苗團隊及醫院同仁的參與度與滿意度高、社群媒體與外部官員的肯定、持續獲得國內外媒體的正面報導，以及總統及副總統三次來院接受疫苗施打並全國直播。截至2023年1月20日，已完成超過50萬人次的疫苗接種，成為國內外新冠肺炎疫苗施打的典範，並獲得國家及社會的高度評價與感謝。 在個案分析方面，整合服務行銷金三角一致化策略，內部行銷激勵支持員工參與疫苗施打任務，外部行銷給予民眾品牌承諾，互動行銷直接實現服務承諾。定期根據各面向的績效指標、評估效果和反饋調整策略。疫苗施打團隊領導者推動以顧客為中心的文化，確保員工提供卓越的服務，從而提升台大品牌忠誠度和在國內醫界及社會的地位。 本研究發現新冠肺炎疫苗施打任務是臺大醫院對台灣防疫工作及社會服務所作出的重要貢獻。該任務匯集了醫院逾20個單位的力量，形塑了組織內部的文化。主要的接種站點設置於國際會議中心和臺灣大學醫學院體育館，並為不同族群（年長者、孕婦、青少年、兒童、嬰幼兒、特殊需求者、以家庭為單位需求者）設置專門門診。透過清楚繽紛的動線流程、拍照打卡、紀念貼紙、衛教影片，營造了放心、安全、溫馨的接種場景。面對接連不斷的挑戰，團隊的有效危機管理能力、臨機應變的技巧，以及團隊召集人的領導管理特質和決策溝通能力，是確保此任務成功的關鍵因素。 作為一所頂尖的研究型大學醫院，臺大醫院在面對新冠疫情這一公共衛生危戰時，不僅保持了其在提供急、重、難、罕病及尖端創新醫療服務方面的卓越品牌形象，還透過公費新冠肺炎疫苗施打任務的出色表現，增強其公共衛生與社會責任方面的形象，從而豐富了其品牌層次。個案研究顯示，此任務的成功在於有效應用服務行銷金三角模式輔以整合行銷傳播的策略、召集人的領導特質（溝通能力優、誠信熱情、有遠見、高抗壓性、同理心、激勵人心、創新應變、承擔責任以及強大的決策力)、以及對組織文化的塑造和對策略與行銷管理的適時調整和改進。

Since December 2019, the novel coronavirus (SARS-CoV-2) outbreak in Wuhan, China, has rapidly evolved into a global public health crisis. By January 30, 2020, the World Health Organization declared the outbreak a Public Health Emergency of International Concern. The pandemic's swift spread has profoundly impacted global health, economies, and societies. Effective vaccination has become a key strategy in controlling the outbreak, prompting pharmaceutical companies worldwide to engage in vaccine development. Despite its international political situation, Taiwan demonstrated remarkable resilience in facing difficulties in acquiring vaccines. This resilience was evident until March 2021, when the first batch of AstraZeneca vaccines arrived. Subsequently, vaccines donated or purchased from the United States and Japan began to arrive. Vice Superintendent Gau of National Taiwan University Hospital (NTUH) quickly formed a vaccination team, leading a two-year publicly funded vaccination campaign. This case study aims to elucidate the task's vision, purpose, and goals, documenting it according to the chronological timeline and presenting it through the task's lifecycle. It explores how integrated marketing communication strategies effectively advanced the two-year COVID-19 vaccination campaign, guided by the service marketing triangle, and how outcome indicators are evaluated. The vision of the vaccination task at NTUH is to serve as a model of public health and social responsibility. Its core value is to provide the public with a convenient, smooth, safe, and warm vaccination experience. The task aims to control the pandemic through effective vaccination and restore normal hospital operations and social and economic activities. The lifecycle of the task included: (1) Initiation Phase (March 22, 2021, to June 15, 2021): This phase primarily targeted hospital medical staff and was limited to the use of AstraZeneca (AZ) vaccines, focusing on preparing large vaccination venues. (2) Growth Phase (June 15, 2021, to July 30, 2021): Eight color-coded vaccination clinics were established at the NTUH International Conference Center and the College of Medicine Gymnasium. Starting with individuals aged 85 and older, including pregnant women at Moderna clinics, the vaccination capacity reached 4,056 individuals per day on July 30. The conference center subsequently resumed normal commercial operations. (3) Maturity Phase (July 31, 2021, to February 19, 2022): Utilizing the gymnasium space during school holidays and opening appointments based on vaccine availability, the public was enabled to receive comprehensive vaccination coverage. In addition to AZ and Moderna, MVC and BNT vaccines were added, and vaccinations were extended to teenagers with BNT vaccination. Major press conferences were held at the beginning and end of the maturity phase. (4) Decline Phase (February 21, 2022, to March 12, 2023): During this period, adults over 18 had completed their first and second doses, and demand for vaccination significantly declined, with over 60% of adults having received booster shots. Even with the introduction of Novavax and specific periods opened for children and infants, along with additional vaccinations for the Moderna BA.4/5 variant, overall enthusiasm for vaccination remained limited. Throughout the task, the vaccine team communicated consistent messages to hospital staff, team members, internal and external officials, the public, and the national population through diverse channels such as meetings, traditional print and digital media, social media, messaging apps, telephones, emails, promotional materials, and hospital intranet announcements. The effectiveness of the task was evaluated based on the high engagement and satisfaction levels of the vaccine team and hospital colleagues, recognition from social media and external officials, continued positive coverage by domestic and international press, and three visits by the President and Vice President for vaccination broadcasted nationwide. As of January 20, 2023, over 500,000 vaccinations had been completed, establishing a model for COVID-19 domestically and internationally and earning high national and social acclaim and gratitude. In the case analysis, the integrated service marketing triangle strategy aligns internal, external, and interactive marketing to optimize the vaccination campaign. Internal marketing motivates staff, external marketing communicates brand promises, and interactive marketing fulfills these commitments. Strategies are frequently updated based on performance metrics and feedback. Vaccine campaign leaders foster a customer-centric culture, ensuring top-notch service that enhances NTU's brand loyalty and reputation in the national medical community and society. The findings were that the COVID-19 vaccination campaign was an important contribution by NTUH to Taiwan's epidemic prevention efforts and social services. The mission mobilized the strengths of over 20 hospital units, shaping the organization's internal culture. The main vaccination sites were set up at the International Conference Center and the Sports Center of the National Taiwan University College of Medicine, and specialized clinics were established for various groups (elderly, pregnant women, adolescents, children, infants, individuals with special needs, and family units). Through clear and colorful process flows, photo checkpoints, commemorative stickers, and educational videos, a secure, safe, and warm vaccination environment was created. In the face of ongoing challenges, the team's effective crisis management skills, adaptability, and the team leaders' leadership and decision-making communication abilities were key factors ensuring the success of this mission. As a leading research university hospital, NTUH not only maintained its excellent brand image in providing urgent, severe, difficult, rare diseases, and cutting-edge medical services during the COVID-19 public health crisis but also enhanced its public health and social responsibility image through the outstanding performance of its publicly funded COVID-19 vaccination task. Case studies show that the success of this mission was due to the effective application of the service marketing golden triangle model, supplemented by integrated marketing communication strategies, the leadership qualities of the conveners (excellent communication skills, integrity and enthusiasm, vision, high-stress tolerance, empathy, inspirational, innovative adaptability, responsibility, and strong decision-making), and timely adjustments and improvements to organizational culture and strategic and marketing management.