醫療器材產業競爭力關鍵因素分析

Abstract

醫療器材產業是政府為提高未來經濟成長的重點領域，但醫療器材產品種類多、涵蓋廣泛、少量多樣、受政府法規管制、研發期長與具備風險等級等特性，這形成了高度的進入門檻，因此，經營者需縝密思考，以提高企業的競爭力。 本研究進行國內47間已上市、櫃醫療器材公司分析，從資本額、人數、營收、市值與公司數等，發現國內醫療器材產業規模仍小，從營收複合成長率、獲利複合成長率等角度，發現國內醫療器材產業尚未具有高度的成長性，且未和國際趨勢一致，呈現大者愈大的發展。 從五力分析模型探討，『同業競爭者的競爭程度』，產業內現已呈現高度的競爭。『替代品的威脅』，產業內替代品威脅較低。『新進入者的威脅』，國內企業多扮演新進入者，能否對市場造成顯著的影響，需時間的證明。『購買者的議價能力』，須依照企業所銷售的產品，個別分析後才可判斷。『供應商的議價能力』，對於供應商的依賴性高，且管理與議價能力偏弱。 從鑽石模型探討，『生產要素』，政府已協助法規人才的培養與產業聚落的建立，而國際化行銷人才，會是國內企業具備有國際競爭力的關鍵因素。『需求條件』，企業對於國內市場的需求，不在於他的規模，而是將產品挑剔到完美。『企業戰略、結構和同業競爭』，因國內市場需求小且產品多樣，價值鏈設定上應採取不同的定位利於區隔。『相關和支持產業』，利用國內電子或者部分傳統製造業的領先地位，提高競爭優勢。『政府』，政策、法規等層面可與較大市場的國家進行合作。『機會』，應善加利用國內現有產業的優勢與新科技的結合，產生更多的價值與機會。 接著選擇具備競爭力的三家企業，採取個案研究法，透過財報、研究報告、網站介紹等資料，了解其商業模式、獲利曲線、SWOT等，彙整出共同競爭力的關鍵因素，如：『品牌與代工缺一不可』、『內、外銷並行』、『經驗豐富的經營團隊』、『彈性化的生產與客製化研發設計』、『品質與認證資格』、『成本控管』、『策略合作夥伴』。 目前，建議國內企業可採取併購等積極的作法，本業併購可提高公司營收規模，跨領域併購可達多角化經營，分散風險。 未來的研究建議，可從『新科技的成熟』、『國際化政策的合作』、『新進入者對於產業的影響性』、『併購對於國內醫療器材企業的影響』、『品牌與代工能否共存』等，持續的進行探討與分析。

Medical device industry is a key area for the future economic growth, but the medical device industry is wide-ranging products, a small amount of diversity, regulatory control, long development period and high risk etc. These characteristics set up the high entry level and it requires huge resources and more time to enter it. Therefore, when entrepreneurs want must pay more thoughts to increase competitive strength. This study includes analysis of 47 medical device domestic companies listed in stock. From the capital, number of people, revenue, market capitalization and number of companies, it finds that the scale of domestic medical device industry is still small. From the compound annual growth rate of revenue and profit, it finds that domestic industry is not yet high growth and the big companies become bigger. From the Porter five-force analysis model, 'Rivalry' is a high degree of competition. 'Substitutes' is less threatening. 'The threat of New Entrants' need more time to prove it. 'Bargaining Power of Buyers' must be depend on products. 'Bargaining Power of Suppliers' has high dependence on suppliers and weak management and bargaining power. From the Michael Porter diamond model, the “Factor Conditions” government has assist to train regulatory talents and the establishment of industrial settlements, and international marketing talents will be the key factor from domestic to international market. The 'Demand Conditions' is important to be perfect the product. ' Firm Strategy, Structure, and Rivalry'. The domestic enterprises should adopt different position in the value chain because of domestic market size and product variety.' Related and Supporting Industries' should use the leading position of some domestic companies to enhance their competitive advantage. 'Government' policies and regulations should be collaborated with other larger markets countries. 'Chance' should make good use of the combination of the advantages of existing domestic industries and new technologies to generate more value and opportunities. Then this study choose three competitive companies, and adopt analysis of case study method through financial reports, research reports and web site etc. to understand business model, profit curve, SWOT. At last it integrates some key factors of competitiveness, such as: ' Brands and OEM/ODM/PL need coexist.', ' Internal and external sales are parallel.', 'Experienced management team', ' Flexible production and customized R&D design.', 'Quality and certification qualification', 'Cost control', ' Strategic partner. At present, it recommends that domestic enterprises can adopt more aggressive practices such as mergers and acquisitions. Mergers and acquisitions in the same industry can increase the scale of the company's revenue, and cross-sector of mergers and acquisitions can achieve diversified operations and diversify risks. Future research proposals can be from 'maturity of new technology', 'cooperation of internationalization policy', 'the new entrants effect in the industry', 'the impact of mergers and acquisitions for the domestic medical equipment companies', and “brand and outsourcing co-exist”.