精準健康照護創新服務設計模式建構─以北市一家自費高階健康管理診所為例

Abstract

隨著慢性病照護負擔沉重，人口結構邁向高齡社會，健康照護成本日益高漲。國際對於精準醫療的發展趨勢，在疾病未發生之初期，即導入個人化健康照護服務以滿足個人對於健康需求的期待，將是健康照護市場發展之重點策略，且有其進一步研究之必要性。然而，回顧以往關於個人化健康照護的相關研究付之闕如，且甚少直接探討其創新經營與服務模式建構。 本研究採用個案研究法，以台灣自費高階健康照護之標竿服務組織為例，具體從健康照護服務策略、健康照護服務投入、健康照護服務傳遞系統、健康照護服務產出、健康照護服務績效與健康照護服務的衡量六方面探究構成個人化高階健康照護之商業模式與關鍵要素。 重要的研究發現為：(一)建構一個創新的個人化健康照護模式，除了需捨棄以疾病治療為主的片段式醫療模式，將照護的重點往前推移到亞健康的初段預防；(二)整合健康資訊科技，以團隊照護的方式，提供多元化、整合性的健康照護服務內容，並能鼓勵客戶主動參與，培養良好的健康促進行為。(三)由於健康照護服務屬於高度接觸服務，故健康照護服務人員須更加重視溝通技巧或多元角色，若能加乘好的商業模式，與服務設計者良好的管理能力，建構出完善的教育訓練、功能醫學人才培訓制度及適當的顧客意見回饋機制，以確認服務策略明確且符合組織與顧客期望，並強化接觸人員與顧客間的連結，即能更加提升顧客與利害關係人的滿意度，並帶來兼顧醫療、財務、營運與顧客等多面向的高度健康照護績效。

As the burden of chronic diseases rapidly increases and population demographics shift towards an aging society, healthcare utilization gradually increases in the current year. In addition, with the development of precision medicine, the introduction of personalized healthcare services which meet the needs for individual health expectation will be a key strategy for developing healthcare market and merit further research. However, there is a lack of research on personalized healthcare services, and even fewer studies directly examine innovation management and construction of service models in this area. A case study was employed in this study and samples were from a Self-pay Health Management Clinic in Taiwan. We examined the business models and key factors in personalized advanced healthcare services from 6 aspects, namely healthcare service strategy, healthcare service investment, healthcare service delivery system, healthcare service output, healthcare service performance, and healthcare service measurement. Main findings of this study were as following: first, besides abandoning the fragmented healthcare services that focuses mainly on disease treatment, building of an innovated personalized healthcare model should be brought forward to early stage prevention of subacute conditions. Second, combination of health information technology and multidisciplinary healthcare professional which provided integrated healthcare services can encourage clients to develop better health behavior. Third, as healthcare service is a form of high-contact service, healthcare service staff should pay more attention to communication skills or multidisciplinary roles. If this can be combined with a good business model and good management abilities in service designers, a complete education and functional medicine physician training system and appropriate customer feedback mechanism can be constructed, which can confirm that the service strategy is clear and conforms to organizational and customer expectations. In addition, the connection between contact staff and customer can be strengthened, which can better improve the degree of satisfaction in customers and stakeholders. This will result in high healthcare performance that combines healthcare, finance, operations, and customers.