| Summary: | 碩士 === 國立臺灣大學 === 高階公共管理組 === 95 === The medical industry was used to be a stable with long-term growth industry. It is difficult to set up the service SOP due to the profound techniques and great individual diversity. For those above reasons, the management pattern was rarely in the business model of “chain clinic”. In recent years the situation began to be changed caused by：
(1) The fund / equipments / techniques requirements go higher because of continuous technology innovation, so the opportunities to the market of private medicine are created.
(2) NHI (national health insurance) system makes the patients less economic burden and allows optional treatment choices.
(3) The gap of the medical information between the Hospitals and patients are smaller than before.
(4) The concept of traditional medical treatment is changed. People could accept the preventive medicine and the beauty medicine those alternative services even more.
Therefore, the medical industry was transferred gradually from a high monopoly market to more competitive business. To make the operation more efficient, the chain business model of medical industry was springing up in recent years; the vision health industry was the most successful one during the chain trend. The factors are; (1) the input of large capital (2) more opportunities in the market of optional medical services (3) extensive linkage with peripheral complementary industries.
The paper is focus on the study of the management pattern of medical chain system, and how to improve competitiveness through the chain model. Furthermore, the vision health industry is the research objective. The analysis of the management strategy and competitive advantage is based on the case study ”Universal Vision Health System”.
Conclusions of this study summarized as follows:
(A) Advantages of medical chain system:
(1) Economy scale, costs down.
(2) Professionalism division to improve the quality and efficiency.
(3) Risk control to increase the chance of success.
(4) Effective management by resources integration.
(5) Joint adventure & benefit sharing.
(6) Integration of HR (human resources).
(B) Primary Conclusions & improvement suggestion for Medical chain system ：
(1) In HR management: career planning & systematic education training are most important core values in this medical business model.
(2) Professionalism division and S.O.P. development can diminish the issues on the integration of employees’ professionalism and techniques diversity.
(3) Integration of peripheral products：offering complementary and alternative products to satisfy customer’s demand – “one stop shopping”, and generate prosperous revenues and profits.
(4) The focus of medical marketing lies in “word-of-mouth” marketing and “unit-store” marketing, to carry out good service for customers’ experience by gaining staff’s self-identity and confidence. And it will bring out the good spreading of the consumption and promotion, to accomplish the marketing core theory of word-of-mouth marketing. The business development on the community and shopping district are key points of “unit-store”.
(5) For the concept, the traditional stand-offish waiting with passive attitude is replaced by active service. The service must be changed to offer patients adequate information in the initiative and positive way to promote and develop sales.
(6) Standardized headquarter is constituted by these distributions of products (services), marketing, HR, finance, logistics and information. It builds up the headquarter functions headquarter and forms as the keys of the chain business model.
Throughout the management system, capital resource and manpower bank, those three frames construct the operating advantages; it will enlarge more competitive advantage for the chain management of medical technology.
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