醫療服務的行銷創新歷程─以員榮醫院為例

Abstract

台灣全民健保實施成效受全世界矚目，然而醫療產業因健保制度的實施，逐漸形成「醫院集團化，診所普及化」的趨勢。自1995年健保開辦後，地區醫院紛紛倒閉或轉型，其原因多半是：一、未具規模、成本居高不下；二、非位於都會區，人才羅織不易；三、健保制度變革轉為總額給付；四、藥價基準不斷調降，剝奪利潤空間；五、台灣交通動線發達土地小距離不遠，民眾就醫又不受限制；六、政府並未落實健保法43條之分級醫療與轉診制度…等因素。然而，若不設法導正，任地區醫院繼續凋零，則未來更會造成小病大醫，浪費醫療資源，讓健保財務雪上加霜，大型醫學中心仍將人滿為患一床難求，而社區民眾無法就近就醫，選擇性與可近性降低…等，反不利於民眾就醫權益的惡果，本文將以一個成功轉型存活的社區醫院，作為地區醫院經營發展的借鏡。 醫療機構在競爭越趨激烈的實況下，已開始向其他服務業學習，重視醫療的服務行銷、醫院形象及顧客滿意度。因此在健保總額預算支出制度下，經營日益困難的地區醫院應藉由推廣醫院的宗旨及核心價值至內部員工與外部顧客，進行醫院的內、外部品牌再造，並執行醫療服務行銷策略來提升醫療服務品質、改善醫病關係、及提升內、外部顧客的滿意度，以維持醫院的永續經營或增加醫院獲利能力及競爭優勢。本研究旨在探討： 1.地區醫院重新建構內部品牌及進行內部行銷的歷程。 2.地區醫院重新建構外部品牌及進行外部行銷的歷程。 3.地區醫院進行互動行銷的過程。 藉由員榮醫院的分析，本研究對於資源有限的地區醫院以服務行銷歷程進行品牌再造，歸納出三個員榮成功重新塑造品牌的關建因素： 1.因應健保總額支付制度的框架，擬訂正確的管理措施以開源節流。 2.充分發揮服務行銷金三角的三個面向，並融為一體交互為用，改善空間與流程、 提升品質與效率，落實「以病人為中心」的重要目標。 3.關鍵領導者，以願景領導帶領股東與員工，重建組織文化、凝聚團隊共識、確立宗旨與價值觀，並以慈悲胸懷及創新專業再造品牌形象。 在員榮個案中驗證了內部行銷須從組織文化和流程改善著手，尤其醫療服務行銷著重在將組織的使命轉化成可以實現的目標，再配合外部行銷並融入社會責任的觀點，將組織資源有效運用來達到最終的顧客滿意。

The performance of Taiwan’s National Health Insurance has been credited worldwide. However, the execution of the Health Insurance has led to the conglomeration of hospitals and the popularization of clinics in Taiwan’s medical industry. Since 1995, the implementation of National Health Insurance has caused community hospitals to close-down or re-organization, mainly because: *High costs due to smaller scale of operation; *Location out of metropolitan areas and so difficult to recruit talents; *Global budget under new National Health Insurance policy; *Constant lowering of medication cost standard that dwindles the profit margin; *The convenient mass transportation system in Taiwan’s comparatively narrow land that allows patients to see doctors island-wide with ease; *The Government’s weak implementation of leveling and transferal policies though specified under Health Insurance Act Article 33…etc., If the aforementioned drawbacks were not to be amended, community hospitals would continue to wither. Moreover, in the future indisposition would be treated with resources for major illness and results in the waste of precious medical resources and the aggravation of Health Insurance financial deficit. Large medical center would be fully packed with a bed hardly available for patients who are really in needs. Local communities may be forced to see doctors in distance due to impaired selectivity, accessibility, rights for medication and so forth. This paper looks into the successful turnaround of a community hospital and hopefully such experience would serve as a reference for other community hospitals that concern management and operation issues. With the hyper-competition, medical institutions have started to learn from other service industries and to escalate service marketing in medication, hospital’s public image and customer satisfaction. Therefore, under Health Insurance’s global budget policy, the community hospitals that confront increasing management challenges should promote the hospital’s mission and core value to internal employees and external customers, reengineer the hospital’s internal and external brands, and carry out medical service marketing strategies to strengthen medical service quality, doctor-patient relationships, and internal and external customer satisfaction for the hospital’s , sustainability, profitability and competitive advantages. This study aims to explore: *The community hospital’s internal branding reengineering and its process *The community hospital’s external branding reengineering and its process *The process of the community hospital’s interactive marketing By the analysis of Yuan Rung Hospital, this research concludes three key factors that contribute to Yuan Rung’s successful brand reengineering and how a community hospital with limited resources could reengineer its brand through service marketing efforts *Plan suitable management measures to increase revenues and decrease expenses in accordance to the Health Insurance’s global budget policy. *Taking advantages of the all three aspects of the service marketing triangle to complement each other aspect and to improve space and process and thereby increase quality and efficiency based on customer-orientation *Key leaders who lead shareholders and employees with vision, newly established organizational culture, team consensus, affirmed mission and value, and reengineered brand image of benevolence and professional innovation. The case study of Yuan Rung shows that internal marketing must start with organizational culture and process improvement. Particularly the medical service marketing must focus on organization missions that are feasible goals. Then external marketing comes into the scene along with social responsibility perspectives so as to effectively maximize customer satisfaction in the end.