全衡療法：一個新醫療方法之營運模式建構

Abstract

在安全和療效上有其嚴謹科學實證的主流醫學雖是國人就醫的首選，但仍有不少肌肉骨骼系統的患者無法得到滿意療效，形成孔恩（Kuhn）所謂常態科學的「異例」。如何解決主流醫學的「異例」問題並將其建構成有效可行的營運模式乃是本研究的主要目的。 本論文以探索性分析方法進行研究，經由孔恩典範移轉的思考架構發想，檢思以主流醫學為主的常態科學，因為1.診斷的不確定性；2.過度依賴影像學檢查；3.重視局部病灶、忽視身體全貌；4.各科治療準則有不一致性；5.強調對抗療法、忽略結構失衡等五個原因形成可能的「異例」，使得筆者研發的「全衡療法」具有帶來創新性醫療契機的可能性。「全衡療法」基於「結構異常三階診斷架構」，以「軌道導正」與「核心控制」等方法，為結構功能障礙提供解決方案，並與主流醫學互補、形成良好的合作介面，以解決主流醫學的「異例」問題。 本研究運用建構營運模式的四大面向與九個基本變數，來描述「全衡療法」的營運現況和所面臨的挑戰；並利用外部環境分析找出「全衡療法」的機會、威脅與目標市場區隔；同時針對目標市場區隔與競爭者比較「全衡療法」的優勢與劣勢；最後藉由SWOT的2×2分析結合藍海策略的四項行動架構，推演出未來行動計畫的基本方向，同時也歸結出產業的關鍵成功因素為和全衡療法若要滿足這些成功因素的挑戰。此外，本研究亦分析了分別以產品、教學與服務為營運主軸的三個個案，總結出「全衡療法」未來的發展策略。 研究結果顯示，「全衡療法」未來營運模式與發展策略的重點為：1.建立與主流醫學在實證研究和醫療資源分享的合作機制；2.針對目標顧客，透過標準化流程和模組化服務的設計，降低成本並突破目前服務量滿載的瓶頸；3.依據標準化服務流程與品質管制的需要，建立內部同仁完善的教育訓練和留才機制。 經由本研究中發展策略的分析方法，未來新醫療方法在進入醫療服務市場時，本研究將能提供實際可用的理論架構來建構營運模式，作為未來創業者的參考。

The evidence-based mainstream medicine, though being the first choice for Taiwanese people when searching for medical solutions, can not fully satisfy quite a few people with somatic disorders and therefore brings the “anomalies” of normal science defined by Dr. Kuhn. The main purpose of this study is to build up an effective and feasible business model of a new therapeutic approach which is designed to reduce occurrence of the “anomalies”. The study was conducted through an explorative analysis. It started with evaluating mainstream medicine by the concept of paradigm shift to identify five possible causes of occurrence of the “anomalies”: 1. uncertainty of diagnosis; 2. excessive dependence on imaging studies; 3. paying too much attention to focal lesions, neglecting whole picture of the human body; 4. inconsistency among management guidelines of different medical specialties; 5. overemphasizing allopathic remedies, neglecting structural imbalance － all of which trigger the possibility of medical innovation brought about by Somategrity Therapy(ST) developed by the author. ST is based on “three-level diagnosis of structural abnormalities” and corrects somatic dysfunctions through “re-alignment” and “core control”, etc.. It is complementary to and provides a good interface of cooperation with mainstream medicine for the purpose of solving the problem of “anomalies”. The study used four perspectives and nine building blocks of Business Model Generation to describe the present status and challenges of ST. External environment was analyzed to identify the opportunities, threats and target customer segments; competitive analysis was performed to recognize the strength and weakness of ST as compared with its competitors; SWOT analysis was blended with the Four Actions Framework of Blue Ocean Strategy to find out the key successful factors and their potential challenges. In addition, three case studies focusing on products, education and services respectively were also analyzed to polish up the strategy of future development of ST. The study revealed three key points of business model strategy of ST: 1. cooperate with mainstream medicine in evidence-based research and resource sharing; 2. design standardized and modulized operating procedures for target customer segments to reduce costs and increase service capacity; 3. set up comprehensive training programs and staff retention mechanisms to better standard operating procedures and quality control. Overall, the analyses and design of this study can provide a practical framework to generate business models for future medical entrepreneurs who develop a new therapeutic approach as they intend to enter health care markets.