台灣區域醫院集團設立心血管中心的策略分析

Abstract

台灣地區地小人稠，由於醫療科技的創新與進步，國人的壽命不斷延長，死亡率下降，出生率卻呈現負成長，人口老化的問題, 造成社會經濟及全民健康保險支出極沉重的負擔！ 以老年族群常發生的心血管疾病，尤其是冠狀動脈心臟病(冠心病)，近五年以僅次於癌症，高居國人十大死因第二名！因此國內各大醫療體系從地區醫院到醫學中心 ，紛紛成立心血管中心，投入冠心病的預防與治療行列。 心血管疾病的突發，例如急性心肌梗塞, 常需要把握搶救的時效，國內各心血管中心的水準參差不齊！如何達到照護目標？如何達到醫療成效?及如何衡量其醫療價值呢？ 本研究主要在探討心血管醫療產業中，個案心血管中心的經營策略分析，從組織的內在、外在環境分析及SWOT分析對研究個案和其他醫療中心提出建議，包括成長、差異化服務、成本優勢、垂直整合及整合性服務等。

Taiwan is a highly populated area. According to the innovation and improvement of medical care, people’s lifetime extends and death rate decreases. However, the birth rate also decreases. The aged population leads to a heavy loading in terms of social economy and national health insurance. For example, coronary artery heart disease that is a disease occurs the most among the aged population has been ranked as the top 2 cause of death among Taiwan people in the recent 5 years. Therefore, hospitals including medical centers and regional ones established heart centers and increases the investment against the prevention and treatment of coronary artery heart disease. The timing for a comprehensive treatment for heart disease is very limited, i.e. acute myocardial infarction. As the quality of those hospitals is not consistent, how to reach the same goal and how to measure the medical value will be an issue. In my research, a regional hospital is utilized to analyze the management strategy including its organization establishment, external environment impact and SWOT analysis. Furthermore, it provides a recommendation of strategy to this specific case as well as other hospitals including business growth, differentiae service, cost advantage, vertical integration and integration service.