地區醫院之經營發展策略分析-以X 醫院為例

Abstract

在全民健保制度下，醫療產業環境長期以來都是以醫院評鑑分級制度區分醫院等級。加以近年人口結構逐漸趨於高齡化，結合大數據分析蓬勃發展，醫療照護、長照政策逐漸受到重視。因此，位居偏鄉、環境清幽舒適的醫院逐漸被列為長照規劃重點醫院。然而醫療產業主要營收仍仰賴健保收入，醫療服務量亦為營運績效之一。隨著地區性醫院逐漸減少，淘汰、併購或邁向轉型的方式，這對於地區醫院的重新調整是必要的營運策略。 個案X醫院近年來於醫院經營績效達到大幅度快速成長。本研究希望透過五力分析來探討醫療產業關鍵因素，及X醫院如何建構其核心資源與能力與競爭優勢的基礎。利用BCG矩陣分析出醫療產業中各分級醫院角色定位，以及X醫院中各醫療科別的角色定位，鑑別各醫療科別的競爭地位及市場吸引力，進行營運策略管理分析並探討其未來成長策略。 本研究結果為： 一、 醫療市場競爭激烈，位於競爭激烈的大新竹地區，X醫院藉由重新定位、重整醫療科別，自民國105年決定退出健保總額支付制度後，業績大幅度攀升，整體業績提高一倍之多，明確可看見現任領導者彭院長的高度與遠見，亦能確定其目標規劃明確且具有成效。 二、 X醫院藉由集中化採購，降低成本；大量招募專科人才，擴大醫療科別，滿足就醫民眾需求；並重新整建醫療大樓，更新硬體設備，提供煥然一新服務。利用與鄰近醫院間差異，強調其競爭性及互補性。依五力分析擬定其競爭策略，並就地理優勢之便，為山區提供急重症服務，創造出X醫院之競爭優勢。 本研究建議，對於未來成長策略，X醫院應持續落實深耕在地化醫療，提升急重症照護能力之強度，以滿足山區醫療照護之需求；另外，擁有總院強大的支援，網羅各專科優秀醫師到院服務，帶來更多先進技術造福當地民眾，提供更專業、豐富的醫療服務與需求。

Under the national insurance system, hospital evaluation and classification system have been used for hospital grading for a long while. In recent years, as the population structure has gradually moved toward aging trend as long as the big data analysis has been vigorous growth, policies on medical care and long-term are getting more important. Hospitals located in rural areas with a quiet and comfortable environment are served as key hospitals for long-term care plans. However, the major income of the medical care industry comes from health insurance. The amount of medical services is also one of the key performance indicators. As the amount of regional hospitals are decreased, merge, acquisition or transformation are the operating policies for hospital reorganization. Case X Hospital has experienced rapid growth in recent years on operating performance. This study is to analyze the key factors of the medical care industry through Porter five forces analysis and discuss how X Hospital constructs its core resources, capabilities and the basis of its competitive advantage. Using BCG matrix to analyze the role positioning of each grade of hospitals in the medical care industry and each departments in the X hospital, find out its competitive position and market attractiveness for operating strategic analysis and discussing for future growth strategy. The results of this study are: 1. The competition in the medical care market is cutthroat. Hospital X located in the competitive Hsinchu region has repositioned and reorganized its medical departments. Since year 2016, Hospital X had decided to withdraw from the Global budget payment system, its operating performance has increased significantly and overall revenue gained more than double. It reflects the foresights of current superintendent, Mr. Peng, and the goals were well planned and ran effectively. 2. Trough out following ways, Hospital X has distinguished with nearing hospitals with its competitiveness and complementarity: reducing costs through centralized procurement, recruiting a lot of specialists, expanding medical departments to meet the patients’ needs; rebuild the medical facility and upgrade its hardware equipment, and provide new and variety services. Based on the results of Porter five forces analysis for setting up the competitive strategy, to provide acute and critical care services to the patients living in mountain area with its geographical superiority, creating the competitive advantage of X Hospital. To sum, it’s suggested Hospital X should continually to implement in-depth localized medical care services, enhancing the intensity of emergency and acute and critical care capabilities to meet the needs of patients from mountain areas; in addition, with strong supports from Taipei Veterans General Hospital to attract outstanding doctors from various specialties services, bring more advanced technology to benefit local people and provide more professional and rich medical services and needs.