醫院附設美容醫學中心經營策略之研究

Abstract

過去二十年間醫學環境變革不斷，除了科技進步突破了許多過去難以解決的疾病外，更翻轉了醫病關係，從被動接受醫療，到民眾越來越重視自己外表的美觀而願意主動尋求專業諮詢，美容醫學產業就在這段期間內快速蓬勃發展。而我國美容醫學院所擁有豐富且不同的權屬型態，美容醫學產業中經營管理者應如何擬定經營管理策略是最值得深入研究之議題。 本研究從國內較少研究的以醫院為主體比較不同經營型態之策略主題出發，採用量性與質性研究並用之混合研究法（mixed methods），來了解經營者之機會與困境，並比較自主經營與委外經營兩種不同型態的醫院附設美容醫學中心，在經營管理策略之八大要素、顧客滿意度等各面向之差異，提供美容醫學中心的經營宗旨與目標的策略方向建議，以達到永續發展的目的。 而研究結果顯示，在八大要素中的關鍵資源引進及運用與顧客關係維護，委外廠商若能配置專業的經理人力協助經營，且在遵守醫院品牌形象與政策的前提下，具有靈活運用既有資源管理的優勢。但若要在競爭激烈的一片紅海中獲得卓越且永續的成長，並不能特定著重於少數要素，而必須應活用八大要素，創造屬於每間醫院不容易被競爭對手所模仿的經營價值鏈，本研究亦依據研究結果提出相關策略方向建議：一、區隔目標客群與價值主張；二、通路資源管理；三、設置專業管理團隊；四、顧客服務體驗維護；五、醫師人才經營。

In the past two decades, the medical environment has undergone changes. In addition to technological progress that has broken through diseases that were difficult to treat in the past, it has also reversed the relationship between patients and providers. From passively receiving treatment for diseases, to the increasing attention of the appearance, they are willing to actively ask for consultations. Aesthetic medicine has become a booming industry during this period. There are different management models among Taiwan's aesthetic medical centers. How to develop the management strategy in the aesthetic medical industry is most worthy of in-depth research. There were only few studies of management of aesthetic medical industry among hospitals. This study compared the strategies of two different management models of aesthetic medical centers in hospitals. Mixed methods was used to study the opportunities and dilemmas of the two different models. From the perspective of eight elements of the management strategy, customer satisfaction, etc., we compared the self-employed and the outsourced management models, and provided business objectives and strategic directions for the management of aesthetic medical centers to achieve sustainable development. The research showed that the key resources and customer relationship maintenance in eight elements, if the outsourced configures professional managers to assist in the operation, while based on complying with the hospital brand and policy, they may be more flexible in managing existing resources. However, if we want to achieve excellence in Red Sea, we must not focus on only few of eight elements. We must combine eight elements flexibly to create a business value chain that will not be easily imitated by competitors. Based on the research results, this research proposed the following strategic directions: First. Separate target customer groups and value proposition; Second, channel resource management; Third, configure professional management team; Fourth, customer service experience maintenance; Fifth, retention of doctors.