台灣物理治療所的商業模式初探：市場現況與代表性案例分析

Abstract

自民國106年物理治療所設置標準修正法案通過後，台灣物理治療所的數量迅速攀升，截至2025年，全臺登記立案之物理治療所已突破500家，執業物理治療師人數亦隨之顯著增加。物理治療產業的成長趨勢，符合全球高齡化、預防保健醫學日漸受到重視的發展潮流;物理治療的服務範圍除傳統醫療復健領域外，更逐步向居家健康管理、運動健康產業以及醫療器材產業等多元領域擴展。面對競爭日益激烈的產業環境，物理治療所如何透過商業模式創新以確保營運績效並提升競爭優勢，成為重要研究議題。

本研究旨在深入分析台灣自費物理治療所之商業模式與經營策略，並探討目前市場之經營現況與未來發展趨勢。具體而言，本研究聚焦以下三個研究問題: (1) 探討自費物理治療所目前所採用之商業經營模式;(2) 比較不同型態物理治療所在九大商業模式要素(目標客群、價值主張、顧客關係、通路、關鍵活動、關鍵合作夥伴、關鍵資源、收益流、成本結構)之間的差異;(3) 探討連鎖化與公司化經營模式於物理治療產業之可行性與未來經營策略建議。

研究方法採用質性個案研究法，選取位於北台灣地區六家具代表性的自費物理治療所為研究個案，進行深入分析與比較。資料蒐集方面，透過各治療所的官方網站、公開資訊、媒體報導以及產業相關文獻，蒐集個案治療所之經營現況與商業模式相關資料。此外，亦對其中五位治療所之經營者進行半結構式的深度訪談，每位受訪者訪談時間約60至90分鐘，以了解其經營策略、關鍵成功因素以及未來發展規劃。

研究結果顯示，各個案物理治療所在價值主張上皆強調「專業」、「客製化」及「跨專業整合」的特色，並積極引進先進治療設備，以滿足市場對高品質、預防導向醫療服務的需求。在顧客關係經營方面，皆採用專業諮詢、個人化關懷以及持續性的健康教育策略，藉此提升顧客滿意度與忠誠度。在通路與市場推廣上，除透過實體診所提供服務外，亦善用數位行銷平台及參與醫療相關展會，以提升品牌曝光與市場影響力。此外，研究進一步指出，經營者普遍認同「公司化」與「連鎖化」經營模式能夠有效降低營運成本、提高營收效率與競爭力;透過中央化資源系統、標準化經營管理與人才培育機制，可望創造更大的規模經濟效益與永續經營基礎。

Since the amendment of the Physical Therapy Clinic Establishment Standards in 2017, the number of physical therapy clinics in Taiwan has rapidly increased. By 2025, the number of officially registered clinics has surpassed 500, accompanied by a notable rise in practicing physical therapists. This rapid expansion aligns with global trends driven by aging populations and preventive healthcare, leading physical therapy to expand its reach beyond traditional medical rehabilitation into diverse sectors such as home-based healthcare, sports wellness, and medical device industries. As market competition intensifies, it becomes essential for physical therapy clinics to innovate their business models to sustain operations and enhance competitive advantage.

This study aims to analyze the business models and operational strategies of self- pay physical therapy clinics in Taiwan, investigating the current market landscape and future directions. Specifically, the research addresses the following questions: (1) identifying the business models currently adopted by self-pay physical therapy clinics; (2) comparing differences among physical therapy clinics concerning the nine core elements of Business Model Canvas (Customer segments, value propositions, customer relationships, channels, key activities, key partners, key resources, revenue streams, and cost structures); and (3) evaluating the feasibility and strategic implications of adopting chain and corporate management models within the physical therapy sector.

Employing a qualitative case study method, this research selected six representative self-pay physical therapy clinics located in northern Taiwan for detailed analysis and comparison. Data collection involved reviewing official websites, publicly available documents, media reports, and relevant industry literature. Additionally, semi- structured interviews were conducted with five practice managers, each lasting approximately 60 to 90 minutes, to explore their strategic approaches, critical success factors, and future planning.

The findings indicate that the studied physical therapy clinics emphasize core value propositions including professionalism, personalized care, and interdisciplinary integration, along with strategic adoption of advanced therapeutic equipment, effectively addressing market demands for high-quality preventive healthcare services. In managing customer relationships, the clinics consistently offer professional consultations, personalized patient care, and continuous health education to enhance customer satisfaction and loyalty. Regarding channels and market promotion, clinics complement direct service provision with digital marketing strategies and active participation in healthcare exhibitions, significantly increasing brand exposure and market presence. Furthermore, these physical therapy practice managers widely acknowledge the benefits of corporate and chain-based management models, recognizing their potential to reduce operational costs, enhance revenue efficiency, and strengthen competitive positioning. Establishing centralized resource management systems, standardized operations, and talent development frameworks are anticipated to yield economies of scale and promote sustainable business growth.