http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/186 2026-03-12T08:14:34Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77190 標題: 鼻部生物科技醫療材料之研究; A study of nasal biotechnology medical materials 作者: 蔡瑞軒; Jui–Hsuan Tsai 摘要: 本論文分析鼻部生物科技醫療材料之運用，從巨觀的醫療器材產業市場分析，聚焦到鼻部生物醫療材料市場分析與臨床應用。 拜醫療材料的不斷發展之賜，帶動產品進步，進而改變醫療上的臨床處置，並將產品使用的臨床經驗回饋到產品研發端，進行正向的開發循環。本文討論的內容包括：鼻部解剖構造、鼻部生理、鼻部疾病、鼻部手術治療等鼻部之背景知識，也回顧止血物質的發展過程、凝血反應、止血和組織密封劑產品的市場概況、產品內容分析、產業界生態、產業鏈、臨床經驗等，進行綜合系統性的回顧。 本文研究藉由詳細的文件搜尋實際深入訪談，包括：臨床端的醫師、護理師到產業端的經銷商產品專員、業務代表、原廠產品專員等，垂直串流產業互動過程，進行綜合性的整理，讓未來研究者藉由本論文能夠更加深入探討各面向，能更全貌性地了解本產業，台灣醫療器材產業可能發展機會是配合新南向政策，開發新興市場；亦藉由臨床經驗與討論，順應全球醫材產品發展的大方向，尋求產品未來開發的可能性。; ABSTRACT This paper analyzes the application of biomedical materials for nasal biotechnology, from the market analysis of the general medical device industry, focusing on the market analy-sis and clinical application of biomedical materials for the nose. Thanks to the continuous development of medical materials, the products will be promot-ed, and the clinical protocol of medical treatment will be changed, and the clinical experi-ence of product use will be fed back to the product development side for a positive devel-opment cycle. The discussion included nasal background knowledge of nasal anatomy, nasal physiology, nasal diseases, nasal surgery, and review of the development of hemo-static substances, coagulation reactions, hemostatic and tissue sealant product market overview, product content analysis, A comprehensive systematic review of industry ecol-ogy, industrial chain, and clinical experience. This study uses a detailed document to search for actual in-depth interviews, including clinical physicians, clinical nurses, industry-side distributor product specialists, business representatives, original product specialists, etc., vertical streaming industry interaction process, comprehensive sorting, for future research through this paper, we can explore all aspects in a more in-depth manner, and we can understand the industry more fully. One of the possible development opportunities of Taiwan's medical device industry is to cooper-ate with the new southward policy and develop emerging markets. In addition, through clinical experience and discussion, in line with the general direction of the development of global medical products, the possibility of future development of products is sought. 2019-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/85957 標題: 高齡金融消費者保護之研究-以金融消費評議案件為中心; Study on FOI Ombudsman Cases for Elder Financial Consumer Protection 作者: Ching-wen Lee; 李靜雯 摘要: 據國發會推計臺灣將於2025年邁入超高齡社會，屆時每5 個人中就有1 個是65 歲以上的高齡者，高齡金融消費者除了與一般金融消費者一樣在經濟或資訊地位處於弱勢外，還可能因為身體及心理機能衰退，存在身體弱勢、認知弱勢、心理弱勢和風險識別弱勢等問題，凸顯高齡者的金融弱勢地位及脆弱性。 2011年立法院三讀通過金融消費者保護法，衡平金融服務業與金融消費者間的實質不對等；2015年12月31日金管會發佈金融服務業公平待客原則，透過落實公平待客提升金融服務業員工對於金融消費者保護之認知及金融消費者保護相關法規之遵循。本論文檢視2016年至2021年財團法人金融消費者評議中心有關銀行業的評議案件共計889件，65歲以上高齡申請人計107件；其中以投資型保單招攬爭議56件為大宗，佔高齡評議案件52%，2021年22件高齡評議案件中，投資型保單爭議占比達82%。檢視評議決定書後發現2021年高齡者評議案件援用公平合理原則判定高齡金融消費者部分有理由比例，從過往三成左右驟升至近八成，本論文歸納評議決定書見解，類型化爭議發生原因，並參考2022年3月由銀行公會擬定金管會同意備查的「銀行業公平對待高齡客戶自律規範」，提出建議以為銀行業優化內部規章辦法及流程參考，降低高齡者金融消類爭議發生。 在公平待客原則框架下，可預期銀行未來在提供高齡者金融商品或服務時，將更完善高齡者保護程序，透過內部董事會積極參與，由上而下提供高齡者差異化之商品及服務，厚植公平待客精神，形塑公平待客之企業文化，助益金融服務業永續發展。; According to the National Development Council, Taiwan will become the ultra-aging society in 2025, means that one fifth elderly in the country. In addition to similar weak economic status as general financial customers, the elder may also have physical weakness, cognitive weakness, psychological weakness and risk identification weakness due to the decline of physical and psychological functions, highlighting the financial weakness and vulnerability of the elderly. In 2011, the Legislative passed the Financial Consumer Protection Law on the third reading, which leveled the substantive asymmetry between the financial services industry and financial consumers; On 31 December 2015, the FSC promulgated the Principle for Financial Services Industries to Treat Clients Fairly to enhance the awareness and compliance of financial consumer protection in financial institution. This thesis examines a total of 889 cases related to the banking industry by the Financial Ombudsman Institution (FOI) from 2016 to 2021, and 107 cases of elderly applicants over the age of 65. Among them, 56 disputes were involved in Investment Link Product(ILP), accounting for 52% of the elderly appraisal cases, and among the 22 senior appraisal cases in 2021, the ILP disputes accounted for 82%. In additional, the Principles of Fairness and Reasonableness become the main rule of justification in elderly since 2021. The article summarizes the insights of the Ombudsman’s Final Decision, the patterns of elderly disputes, and refers the 'Self-Discipline Directive for fair treatment of elderly customers in the banking industry' to optimize policies and procedures of banking industry to avoid the disputes of the elderly. By the support of board committee, provide differentiated products and services to fit the elderly needs, cultivate the spirit of Treat Clients Fairly. It’ll help the sustainable development of the financial services industry. 2022-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/99186 標題: 高齡浪潮 – 臺灣長期照顧服務之制度演進與策略思維：從國際比較與管理模式觀點分析; The Silver Wave - Institutional Evolution and Strategic Approaches in Taiwan’s Long-Term Care Services: An Analysis from International Comparative and Managerial Perspectives 作者: 廖婉如; Wan-Ju Liao 摘要: 面對臺灣快速邁入超高齡社會的人口結構變化，及相應而來日益劇增的失能照護需求，現行長期照顧制度正面臨高度的政策壓力與制度挑戰。臺灣長期照顧制度自2007年之《長期照顧十年計畫》實施以來，歷經1.0至2.0階段，已逐步建立以A/B/C據點為主軸之在地化照顧網絡，擴大涵蓋多元失能群體，並在政策設計與服務供給上取得初步成效。然而，隨著2026年長照計畫2.0即將結束，加上失能人口持續增加與照顧勞動力短缺，現行制度在財政架構、給付邏輯與治理協調層面，皆面臨顯著的結構性限制。如何從現有補助型稅收體系邁向具備韌性與永續性的照顧制度，成為當前臺灣長期照顧政策亟需回應的重要課題。 本研究聚焦於臺灣長期照顧制度的制度架構與政策治理，透過歷史政策分析、國際比較與多元管理工具的應用，檢視其制度邏輯、執行困境與治理挑戰。研究運用多種策略管理分析模組，對現行制度進行多面向診斷，並輔以六個國際代表性國家之長照制度比較，深入借鑑各國在制度建構、財政規劃、服務提供模式及挑戰因應等方面的經驗，探究國際最佳實踐及其在臺灣脈絡下的在地化轉譯可能性。 研究發現，臺灣現行長照制度主要仰賴菸品健康福利捐、菸酒稅、遺產與贈與稅與特別預算等非固定性財源，缺乏穩定且具制度化的保費機制，使得制度長期營運面臨財政不確定風險；給付制度未建構功能性失能分級與彈性給付設計，導致資源分配效率與公平性不足；照顧人力體系則長期處於人力不足、待遇偏低與專業發展不明確之困境；跨部門服務資訊整合亦未健全，影響整體照顧體系的執行力與連續性。整體而言，若我國欲建構一套具備韌性、可近性與永續性的長期照顧體系，其制度核心必須從現行補助導向的稅收制，逐步轉向以社會保險制或混合制為基礎的現代照顧制度架構。 本研究據此提出三項制度演進的核心策略方向。首先，應強化財政結構的穩定性與治理協調機制，透過《長期照顧保險法》之立法與保費制度的導入，確保財政來源具可預測性，並實現跨世代風險共擔的制度邏輯。治理層面應建構中央統籌、地方落實與民間協作的三層次治理體系，提升制度的政策落實力與應變彈性。其次，應推動給付制度的標準化與彈性化，建立科學化的功能性失能評估架構，搭配多元給付模式與差異化自付設計，平衡資源使用效率與照顧公平性；並針對中產家庭設計適度的照顧支出上限制度，以避免資產耗盡風險，提升整體社會的支持度與制度信任。第三，應加速整合照顧人力資源與服務資訊系統，強化照顧服務員的專業認證、職涯制度與待遇改善，並建立照顧管理師制度與跨部門資料共享平台，結合「長照計畫3.0」所倡議之人工智慧輔助照顧與預測功能，以提升服務調度效率與個案照護的連續性。 然而，臺灣長期照顧制度的演進不應止於政策微調或服務擴充，更應視為一場結合系統性改革與價值導向的制度重構工程。唯有在財政穩定、治理協調與服務整合三大面向同步推進，並奠基於社會保險制度的可行演進基礎上，臺灣方能建構一個兼具公平性、制度韌性與永續發展潛能的現代長期照顧體系，進一步實現「全民共享、世代共擔、永續發展」的照顧政策願景。; Amid Taiwan’s rapid demographic shift toward a super-aged society and the accompanying surge in demand for disability care, the existing long-term care (LTC) system is under increasing policy pressure and structural strain. Since the launch of the “Ten-Year Long-Term Care Plan” in 2007, Taiwan’s LTC system has progressed through the 1.0 and 2.0 phases, gradually establishing a community-based service network centered on the A/B/C model, expanding coverage to encompass diverse groups with functional limitations, and achieving initial successes in policy design and service provision. However, with LTC Plan 2.0 nearing its conclusion in 2026, and amid a growing care-dependent population and workforce shortage, the system now faces pronounced challenges in fiscal sustainability, benefit structure, and intergovernmental coordination. Transitioning from a subsidy-driven, tax-based model to a resilient and sustainable care system has become a pressing imperative for LTC policy reform in Taiwan. This study explores the institutional design and policy governance of Taiwan’s LTC system through a multi-method approach combining historical policy review, international comparative analysis, and the application of strategic management frameworks. Multiple diagnostic models are employed to evaluate systemic strengths and limitations, supplemented by case studies from six internationally representative LTC systems from different countries. These cases provide critical insights into institutional configurations, financing strategies, service delivery models, and policy responses, offering a foundation for contextualized adaptation in Taiwan. Findings reveal that Taiwan’s LTC system remains heavily reliant on non-permanent fiscal sources - such as tobacco surcharges, alcohol and tobacco taxes, estate and gift taxes, and special budget appropriations - without a stable, institutionalized insurance premium mechanism. This exposes the system to long-term fiscal uncertainty. The benefit structure lacks a standardized functional needs assessment framework and flexible reimbursement design, resulting in inefficiencies and inequities in resource allocation. The care workforce continues to face chronic shortages, low compensation, and limited professional development, while cross-sectoral data integration remains fragmented, undermining service continuity and governance capacity. To construct a resilient, accessible, and sustainable LTC architecture, Taiwan must progressively transition from its current tax-funded subsidy model toward a social insurance-based or hybrid financing system. Accordingly, this study proposes three strategic directions for institutional evolution. First, enhancing fiscal stability and governance coordination is essential. This includes enacting a “Long-Term Care Insurance Act” and establishing a contributory premium scheme to ensure predictable revenue and institutionalize intergenerational risk-sharing. A tri-level governance framework - comprising central oversight, local execution, and civil sector collaboration - should be developed to reinforce responsiveness and implementation resilience. Second, standardizing and refining the benefit structure is critical. A scientifically grounded functional assessment system, diversified benefit packages, and tiered co-payment mechanisms can improve efficiency and equity. Designing a care expenditure cap for middle-income households can further mitigate asset depletion and strengthen public confidence. Third, integrating care workforce development and information systems is vital. This entails improving professional certification, career pathways, and compensation for care workers, establishing a case management system, and building a cross-sectoral data-sharing platform. These should be aligned with AI-powered care system and predictive models, as proposed in the LTC Plan 3.0, to optimize resource deployment and ensure care continuity. Ultimately, Taiwan’s LTC reform must move beyond incremental policy adjustments or service expansion and instead embrace a comprehensive institutional transformation grounded in long-term vision and social values. Only through the concurrent advancement of fiscal sustainability, coordinated governance, and integrated service infrastructure, anchored in a viable social insurance framework, can Taiwan build a modern LTC system that embodies fairness, institutional resilience, and sustainable capacity, fulfilling the policy vision of “universal coverage, intergenerational solidarity, and long-term sustainability.” 2025-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93763 標題: 高淨值客群服務轉型的策略地圖：以 C 銀行為例; Strategy Map for Service HNWI Clients: The Case of C bank 作者: 張詠翔; Yung-Hsiang Chang 摘要: 隨著新一代高淨值客戶群體的崛起，傳統的財富管理服務模式已難以滿足其多元化需求。本研究借鑒國際性金融機構C集團的實踐案例，旨在探討金融機構如何因應高淨值客群需求的變遷，制定高效的服務轉型戰略。 研究首先分析了推動服務轉型的三大驅動力：市場競爭加劇、技術創新發展以及客戶需求轉變。其中，新一代高淨值客群對ESG投資、數位化體驗和個性化服務的期望顯著提升，成為服務轉型的核心驅動力。 本研究以平衡計分卡理論為框架，建構了針對傳統及新生代高淨值客群的差異化策略路線圖及關鍵績效指標體系。在財務層面，重心由追求短期利潤最大化轉向資產管理規模的長期穩健增長；客戶層面注重卓越的服務體驗及口碑營銷能力；內部流程聚焦推進數字化轉型，提升敏捷交付能力；學習成長則側重培養複合型理財顧問團隊。 最終，研究闡明金融機構應秉持以客戶為中心的核心理念，從平衡計分卡四個構面全面深化高淨值業務轉型：創新收入模式與客戶價值捆綁；深化客戶洞察與服務體驗創新；數字賦能提升業務靈活性及定製化能力；加大投入培育專業化的理財團隊。 基於C集團在全球多個市場的成功實踐，本研究有助於金融業順應時代大潮，因應高淨值客群服務需求的變革趨勢，為其在日新月異的市場格局中開啟高質量發展之路。; The traditional wealth management service model is increasingly inadequate to meet the diversified needs of the emerging generation of high-net-worth (HNW) clients. This study examines the case of international financial institution Group C to explore how financial institutions can adapt their service transformation strategies to address the evolving demands of HNW clientele. The research first analyzes three key drivers of service transformation: intensifying market competition, technological innovation, and shifting client needs. Notably, the new generation of HNW clients shows significantly higher expectations for ESG investments, digital experiences, and personalized services, serving as the core impetus for service transformation. Utilizing the Balanced Scorecard framework, this study constructs differentiated strategy roadmaps and key performance indicator systems for both traditional and next-generation HNW client segments. In the financial perspective, the focus shifts from short-term profit maximization to long-term, stable growth in assets under management. The customer perspective emphasizes excellent service experiences and word-of-mouth marketing capabilities. Internal processes focus on advancing digital transformation and enhancing agile delivery capabilities. Learning and growth prioritizes cultivating multifaceted financial advisory teams. The study concludes that financial institutions should adhere to a client-centric core philosophy, comprehensively deepening HNW business transformation across the four perspectives of the Balanced Scorecard: innovating revenue models and client value bundling; deepening client insights and service experience innovation; leveraging digital enablement to enhance business flexibility and customization capabilities; and increasing investment in nurturing specialized wealth management teams. Based on Group C's successful practices across multiple global markets, this research aids the financial industry in adapting to contemporary trends, responding to the evolving service needs of HNW client groups, and paving the way for high-quality development in an ever-changing market landscape. 2024-01-01T00:00:00Z