臺大醫院新南向人員健康服務中心服務品質提升策略

Abstract

世界早已經是個地球村，出國經商、旅遊或求學是民眾生活的一部份，因此出國期間的健康問題日益受到重視。隨著政府新南向政策的推動，往來新南向國家的民眾日益增多，政府為了維護新南向人員的健康，於2018年委託臺大醫院成立新南向人員健康服務中心，旨在提供新南向人員優質的健康諮詢服務，以確保其健康的維護。經過五年多的努力，該中心的營運已經有初步的成果，然而隨著新南向人員規模的不斷擴大，該中心面臨著提升服務品質和服務量能的挑戰。商業模式是企業創造價值並維持競爭優勢的基礎，已經有應用在醫療領域的成功經驗。

本研究以商業模式為理論基礎，採用個案研究法探討如何運用商業模式提升該中心的服務品質和服務量能。經由廣泛收集相關資料，分析該中心的營運狀況。 研究結果顯示該中心可以透過以下策略來提升服務品質和服務量能： 1.價值主張：該中心以使用者為中心的服務理念，以便捷的服務流程提供身心靈全人整合性及連續性的健康照護，服務一次，終生保固。 2.目標客群：往來新南向國家人員差異性很大，該中心可將目標客群細分，並針對不同客群的特定需求提供個別化的服務。 3.顧客關係：因應數位時代，該中心可以建立顧客關係管理 (Customer Relationship Management; CRM) 系統，透過數據分析等方法精確掌握服務對象的需求，提供個人化的服務，增加使用者的滿意度及忠誠度，並提升使用者之間的連結，擴大該中心的影響力。 4.通路：該中心需要建立有效的、多元化的服務通路，利用線上、線下及行動等多元化的服務管道，讓新南向人員能夠更便捷地獲得服務。同時要制定有效的行銷推廣策略，讓目標客群瞭解其服務內容和特色。 5.關鍵活動：該中心應根據實證醫學，結合數位科技，依時勢及環境的變化，配合時節，持續優化健康服務的內容和創新服務模式，強化取得健康資訊及就醫的方便性。 6.關鍵夥伴關係：該中心可與政府相關部門、醫療機構、保險公司及航空公司等相關產業建立合作夥伴關係及健康照護生態系，以共創價值的理念擴大服務的範圍與提升服務品質及服務量能。 7.關鍵資源：該中心可以結合人力等關鍵資源，透過專業人才的培育及國際交流計畫，形成一個堅強的醫療服務團隊，提供民眾高品質的醫療服務，以提升該中心的競爭力。 8.成本結構：該中心可以採用成本效益分析的方法，以優化服務成本，在有限的資源下創造最大的服務價值。 9.收益流：該中心可以開拓多元化的財務收入來源，包括政府補助、服務費、捐贈等。也可以藉由生態系的建立，可提供生態系內的公司廣告連結，創造價值鏈，獲得廣告費作為本中心經營資金，以確保財務的可持續性。

研究結論為臺大醫院新南向人員健康服務中心可以運用商業模式提升服務品質及服務量能。在日新月異的數位時代，該中心要持續進行深入的需求調查，持續優化服務內容並健全服務流程，才能精確地提供客製化的服務內容。定期進行繼續教育訓練，以提升同仁的專業能力。開拓多元的財務收入來源，以確保該中心的永續發展。不斷進行績效評估和改進，才能持續滿足新南向人員的健康需求。該中心的發展經驗將可以作為政府制定政策及相關醫療領域的重要參考。

The world has long been a global village, with international business, travel, and education forming integral parts of people's lives. Consequently, there is increasing emphasis on health issues during overseas stays. With the Taiwanese government's promotion of the New Southbound Policy, there has been a growing number of interactions with countries under this initiative. In order to safeguard the health of individuals involved in these interactions, the government commissioned the establishment of the New Southbound Health Service Center of National Taiwan University Hospital (NTUH) in 2018. The center aims to provide high-quality health consultation services tailored to New Southbound personnel to ensure their well-being. After more than five years of operation, the center has achieved preliminary success. However, as the number of New Southbound personnel continues to expand, the center faces challenges in enhancing both service quality and capacity.

Business models serve as the foundation for enterprises to create value and maintain competitive advantages, with successful applications already evident in the medical field. This study utilizes the business model as its theoretical framework and employs a case study approach to explore how the center can enhance its service quality and capacity. Extensive data collection and analysis were conducted to assess the operational status of the center. The research findings suggest that the center can enhance its service quality and capacity through the following strategies: 1.Value Propositions: Centered around user-centric service principles, provide integrated and continuous health care that is convenient and assures lifetime service guarantee. 2.Customer Segments: There is significant diversity among individuals traveling between New Southbound countries. The center can segment target customers and provide personalized services tailored to the specific needs of different customer groups. 3.Customer Relationships: Embrace the digital age by establishing a Customer Relationship Management (CRM) system to precisely understand service recipient needs through data analysis. This approach enhances personalized services, increases user satisfaction and loyalty, and strengthens connections among service recipients to expand the center's influence. 4.Channels: Establish effective and diversified service channels, utilizing online, offline, and mobile platforms to facilitate convenient service access for New Southbound personnel. Concurrently, develop effective marketing strategies to communicate service content and features to target customers. 5.Key Activities: Incorporate evidence-based medicine with digital technology to adaptively optimize health service content and innovative service models, ensuring convenience in health information access and medical care. 6.Key Partners: Establish collaborative partnerships with government agencies, medical institutions, insurance companies, airlines and related industries to create a healthcare ecosystem, expanding service scope and enhancing service quality and service capacity through value co-creation. 7.Key Resources: Combine key resources such as human capital to cultivate professional talents through international exchange programs, thereby forming a robust medical service team to provide high-quality medical services and enhance the center's competitiveness. 8.Cost Structure: Utilize cost-effectiveness analysis to optimize service costs, thereby creating maximum service value within limited resources. 9.Revenue Streams: Explore diversified financial revenue sources including government subsidies, service fees, donations, etc. Additionally, establish an ecosystem to provide corporate advertising links, create a value chain, and generate advertising revenue to sustain the center's operations.

In conclusion, the NTUH New Southbound Health Service Center can utilize a business model to enhance service quality and capacity. In the rapidly evolving digital age, the center must continually conduct in-depth needs assessments, optimize service content, and streamline service processes to accurately deliver customized service content. Regular continuing education and training are essential to enhance staff professionalism. Exploring diverse financial revenue sources is crucial for ensuring the center's sustainable development. Continuous performance evaluation and improvement are necessary to consistently meet the health needs of New Southbound personnel. The developmental experience of the center can serve as a significant reference for the government to formulate policies and related medical fields.