科技醫療業連鎖化經營模式之研究－以大學視力健康體系為例

Abstract

過去醫療業是一個長期相對穩定成長的產業，由於專業技術性高及個體差異度大，服務流程較難以標準化，因此過去國內醫療院所少有以連鎖化的方式經營。近年來，情況開始改變。由於（1）新創科技不斷引入業使得資金及設備技術門檻提高，同時也提供了自費市場的機會（2）健保制度讓民眾的就醫負擔減輕且就醫選擇增加（3）醫病之間資訊不對稱的落差較以往減小（4）傳統就醫觀念改變，預防醫學與美容醫學等選擇性醫療服務越來越為民眾所接受。因此，醫療產業從過去獨佔性比較高的產業漸漸轉趨競爭，為了使經營更具效率，近年來醫療業也開始出現連鎖化的經營模式。而在這波醫療業連鎖化的風潮中，又以視力健康產業因為具備（1）高資本投入（2）選擇性醫療服務市場的機會較大（3）周邊互補產業鍊結廣泛等等條件，因而最具連鎖化經營之效益。 本文擬針對醫療業連鎖化經營之模式進行研究，探討業態特殊的醫療業如何透過連鎖經營的方式提升競爭力，並且以視力健康產業為研究標的，舉大學視力健康體系為例，分析其管理策略及競爭優勢。 本研究歸納結論如後： （一）科技醫療產業連鎖化經營的優點：（1）規模經濟、降低成本（2）專業分工、提昇品質與效益（3）風險管控，增加成功機率（4）資源整合、有效管理（5）聯合行銷、效益共享（6）整合人力資源。 （二）關於科技醫療業連鎖化經營模式的初步結論及改善建議：（1）在人力資源管理上，職涯規劃、系統化教育訓練為醫療業連鎖化經營模式最重要的核心價值。（2）專業分工及制定標準化作業流程可以降低個別專業人員的整合及技術差異性問題。（3）整合週邊商品，提供互補性商品及替代性商品可以滿足顧客一次購足的需求，並帶來大量週邊營收及獲利。（4）科技醫療業行銷之重點還是在於口碑式行銷及單點行銷，爭取內部同仁認同以完成外部顧客良好的服務體驗進而形成良好口碑的傳遞，達成口碑行銷的效益是互動行銷的重點，而融入社區及商圈耕耘是單點行銷的重點所在。（5）在觀念上，行銷業務的推動，須由傳統的坐著等病人的冷漠與被動態度改變為積極的主動介紹服務並提供充分的訊息，創造業務機會。（6）標準的連鎖總部由商品流(服務流)、行銷流、人資流、金流、物流及資訊流，共構了連銷體系之總部功能，成為服務業連鎖化之關鍵。 科技醫療業連鎖化經營透過管理制度、資金來源與人才庫等三個面向所架構起來的經營優勢，將帶來更強的競爭力。

The medical industry was used to be a stable with long-term growth industry. It is difficult to set up the service SOP due to the profound techniques and great individual diversity. For those above reasons, the management pattern was rarely in the business model of “chain clinic”. In recent years the situation began to be changed caused by： (1) The fund / equipments / techniques requirements go higher because of continuous technology innovation, so the opportunities to the market of private medicine are created. (2) NHI (national health insurance) system makes the patients less economic burden and allows optional treatment choices. (3) The gap of the medical information between the Hospitals and patients are smaller than before. (4) The concept of traditional medical treatment is changed. People could accept the preventive medicine and the beauty medicine those alternative services even more. Therefore, the medical industry was transferred gradually from a high monopoly market to more competitive business. To make the operation more efficient, the chain business model of medical industry was springing up in recent years; the vision health industry was the most successful one during the chain trend. The factors are; (1) the input of large capital (2) more opportunities in the market of optional medical services (3) extensive linkage with peripheral complementary industries. The paper is focus on the study of the management pattern of medical chain system, and how to improve competitiveness through the chain model. Furthermore, the vision health industry is the research objective. The analysis of the management strategy and competitive advantage is based on the case study ”Universal Vision Health System”. Conclusions of this study summarized as follows: (A) Advantages of medical chain system: (1) Economy scale, costs down. (2) Professionalism division to improve the quality and efficiency. (3) Risk control to increase the chance of success. (4) Effective management by resources integration. (5) Joint adventure & benefit sharing. (6) Integration of HR (human resources). (B) Primary Conclusions & improvement suggestion for Medical chain system ： (1) In HR management: career planning & systematic education training are most important core values in this medical business model. (2) Professionalism division and S.O.P. development can diminish the issues on the integration of employees’ professionalism and techniques diversity. (3) Integration of peripheral products：offering complementary and alternative products to satisfy customer’s demand – “one stop shopping”, and generate prosperous revenues and profits. (4) The focus of medical marketing lies in “word-of-mouth” marketing and “unit-store” marketing, to carry out good service for customers’ experience by gaining staff’s self-identity and confidence. And it will bring out the good spreading of the consumption and promotion, to accomplish the marketing core theory of word-of-mouth marketing. The business development on the community and shopping district are key points of “unit-store”. (5) For the concept, the traditional stand-offish waiting with passive attitude is replaced by active service. The service must be changed to offer patients adequate information in the initiative and positive way to promote and develop sales. (6) Standardized headquarter is constituted by these distributions of products (services), marketing, HR, finance, logistics and information. It builds up the headquarter functions headquarter and forms as the keys of the chain business model. Throughout the management system, capital resource and manpower bank, those three frames construct the operating advantages; it will enlarge more competitive advantage for the chain management of medical technology.