The Business Operations Study of Long-term Care Institutions of Conservation Type in Kauosuing Area

• Main Authors: Kuo-En Huang, 黃國恩
• Other Authors: Ying-Chun Li
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/kzb4ws

碩士 === 國立中山大學 === 高階經營碩士班 === 96 === Taiwan''s population aging rapidly, making many current long-term care institutions, in their business model is extremely different from the past .The purpose of this study is to investigate the market supply and demand for long-term care institutions and the current operating status of the long-term care institutions in Kaohsiung area, thereby identifying the key successful factor of the institutions operating surface. This study adopts case study research of descriptive studies, by the way of in-depth interview to collect information on cases, and adopts Prof. Cher-Min Fong’s （National Sun Yat-sen University）the seven dimensions of the business model used, to analysis the competitive advantage of enterprises, as the main analytical tools, including the "product line strategy," "work processes strategy," and " Channel strategy " and "market segmentation strategy," " Services strategy," "strategy focused on the value of activities" and "Technology Strategy"; In addition to Michael Porter’s "five forces anaysis model" and the external environmental factors as a supplementary analysis tools. Through six cases of the in-depth interview, this thesis research found that: The current domestic long-term care market, supply far exceeds the actual demand of about twice.The operating of long-term care institutions of conservation type, failed to actively cooperate with the government planning of aging in place, community service goals, adjusted operating strategies, result in more limited operation. In addition to five forces analysis found that the current operating environment of the existing institutions is adverse, and inter-industry bargain with serious competition, lower quality of care even more serious situation, but also the moral crisis will inevitably trigger controversy. Institutional trading competition, the lack of mutual contacts and exchanges, and their competitiveness also depends on whether the operator has the determination to develop long-term investment. The interview results, the next most important business strategy followed by "expansion of target markets and positioning," "increase services, outreach services," and "innovative services, commodities" and "improving the organizational structure and management system." The future as more competitors access will be serious competition and in the circumstances of difficult to reduce costs, strengthening marketing capabilities, to pursue the differences and decentralization strategy for the industry.