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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 陳家麟(Chia-Lin Chen) | |
| dc.contributor.author | Wei-Yi Chen | en |
| dc.contributor.author | 陳瑋憶 | zh_TW |
| dc.date.accessioned | 2021-06-08T03:15:59Z | - |
| dc.date.copyright | 2020-08-21 | |
| dc.date.issued | 2020 | |
| dc.date.submitted | 2020-08-20 | |
| dc.identifier.citation | 中文部分 1. 陳銘樹 (2016) 。醫療產業策略管理一版,出版社:華杏,出版日期:2016/03 2. 方俊能(2013)。台灣婦產科醫院的經營策略分析-以四季台安醫院為例 3. 洪英俊(2012)。以個案分析評估區域醫院婦產科經營策略及組織運用之成效 4. 曹文珊(2016)。新創婦產科商業模式創新-以D婦產科為例 英文部分 1. Albert Humphrey.(1960). http://rapidbi.com/created/SWOTanalysis/#Background. 2. Bilderbeek, R., Hertog, P. D., Marklund, G., Miles, L. (1998). Services in Innovation : Knowledge Intensive Business Services (KBIS) as co-producers of innovation. 3. Booz, Allen, and Hamilton. (1985). Diversification: A Survey of European Chief Exectives. Booz, Allen, and Hamilton Inc. NY. 4. H. I. Ansoff. (1957). Strategic for Diversification, Harvard Business Review. 5. James C. Collins, Jerry I. Porras. (1994). Built to Last : Successful Habits of Visionary , HarperCollins. 6. J. Schumpeter. (1912). Theory of Economic Development, Harvard unlverslty. 7. Mehta, S. (2000). Marketing Strategy. 8. Penrose. (1959). Enterprise growth theory NY. 9. Porter, M. E. (1980). Competitive strstegy : Techniques for industries and competitors . New York. The Free Press. 10. Rumelt, R. P. (1974). Strategy, Structure, and Economic Performance. Cambridge, MA. Harverd University Press 參考網站 1. 衛生福利部統計處。 2. 衛生福利部中央健康保險署。 3. 內政部戶政司。 4. Medscape。2017年11月 | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/21020 | - |
| dc.description.abstract | 在生育率逐年下降的社會趨勢及全民健保制度實施下,婦幼醫療面臨極大的威脅,處在維持高醫療品質的堅持及降低營運成本兩邊的拉扯。 每家企業的存在最終目的都是為了服務顧客,及滿足顧客的需求,然而醫療產業亦是如此,故其需具備獨特的核心價值,才能滲透目標客群的市場,以達到預期的目標,就婦產科生產服務過程而言,核心價值即是提供高品質環境,平安舒適生產且母嬰皆健康平安,而婦產科醫師所提供的除了生產服務外,還必須包含產前的檢測、生產後的相關照護、後續的追蹤、未來的婦科相關疾病診治及產後月子中心的照護等。在新生兒的部分包含:後續母乳的哺餵、新生兒的照護、預防接種的服務、生長評估等,皆是經營者必須仔細評估考量的。 如何在市場萎縮的環境下用創新的經營策略,提供給每位顧客有一趟美好的生產之旅是禾馨醫療所堅持的理念,禾馨醫療以婦幼為主軸,以水平整合相繼沿伸相關服務科別,同時運用垂直整合提供產前、產後一貫性的照護模式,讓整體婦幼照護達到合乎顧客需求,並保有高品質的服務,使企業成為產業界的標竿。 | zh_TW |
| dc.description.abstract | Under the social trend of declining fertility year by year and the implementation of the National Health Insurance System, maternal and child health care is facing great threats. It is pulling on both sides of maintaining high medical quality and reducing operating costs. The ultimate purpose of each enterprise is to serve customers and meet the needs of customers, but the medical industry is also the same, so it needs to have a unique core value in order to penetrate the target customer market to achieve the desired goal, In terms of the obstetrics and gynecology production service process, the core value is to provide a high-quality environment, safe and comfortable production, and mothers and infants are healthy and safe, and in addition to production services, obstetrics and gynecologists must also include prenatal testing .Related care after childbirth. Follow-up follow-up and diagnosis and treatment of gynecological related diseases in the future, as well as post-natal confinement center care, et al. The part of the newborn includes: follow-up breastfeeding. Newborn care. Vaccination Services, growth assessment, etc., are all operators must carefully consider. How to use innovative business strategies in a shrinking market environment to provide every customer with a beautiful production journey is the philosophy adhered to by Dianthus Medical. Dianthus Medical takes women and children as the main axis and successively extends related services with horizontal integration Departments also use vertical integration to provide a consistent prenatal and postnatal care model that allows overall maternal and child care to meet customer needs and maintain high-quality services, making companies a benchmark in the industry. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T03:15:59Z (GMT). No. of bitstreams: 1 U0001-1808202015552000.pdf: 1746514 bytes, checksum: 219db66d614560807821f3005ff8af7f (MD5) Previous issue date: 2020 | en |
| dc.description.tableofcontents | 誌謝 I 中文摘要 II ABSTRACT III 目錄 V 圖目錄 VII 表目錄 VIII 第一章 緒論 1 1.1 研究目的 4 1.2 研究動機 5 1.3 研究步驟與架構 5 第二章 文獻探討 6 2.1 SWOT分析模型 6 2.2 多角化經營策略 7 2.3 創新經營模式 8 2.4 五力分析 9 2.5 C2B商業模式 11 2.6 核心價值 11 第三章 產業分析 13 3.1 婦幼醫療人力現況 13 3.2 婦幼產業五力分析 15 第四章 個案分析 17 4.1 個案簡介 17 4.2 個案禾馨醫療-SWOT分析 19 4.3 禾馨醫療多角化的經營 22 4.4 禾馨醫療創新管理經營 32 第五章 結論與建議 34 參考文獻 37 | |
| dc.language.iso | zh-TW | |
| dc.subject | 水平整合 | zh_TW |
| dc.subject | 禾馨醫療 | zh_TW |
| dc.subject | 生育率 | zh_TW |
| dc.subject | 垂直整合 | zh_TW |
| dc.subject | 婦幼醫療 | zh_TW |
| dc.subject | 經營策略 | zh_TW |
| dc.subject | Fertility Rate | en |
| dc.subject | Vertical Integration | en |
| dc.subject | Horizontal Integration | en |
| dc.subject | Maternal and Child Medical | en |
| dc.subject | Dianthus Medical | en |
| dc.subject | business strategy | en |
| dc.title | 低生育率婦幼專科診所之經營策略-以禾馨醫療為例 | zh_TW |
| dc.title | Operation strategy of low-fertility maternal and child specialist clinics-Case study of Dianthus Medical Group | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 108-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 孔令傑(Ling-Chieh Kung),陳聿宏(Yu-Hung Chen) | |
| dc.subject.keyword | 經營策略,禾馨醫療,婦幼醫療,生育率,水平整合,垂直整合, | zh_TW |
| dc.subject.keyword | business strategy,Dianthus Medical,Maternal and Child Medical,Fertility Rate,Horizontal Integration,Vertical Integration, | en |
| dc.relation.page | 38 | |
| dc.identifier.doi | 10.6342/NTU202003991 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2020-08-20 | |
| dc.contributor.author-college | 進修推廣學院 | zh_TW |
| dc.contributor.author-dept | 生物科技管理碩士在職學位學程 | zh_TW |
| 顯示於系所單位: | 生物科技管理碩士在職學位學程 | |
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