Study the Strategic Alliance on Hemodialysis Industry in Taiwan

碩士 === 元智大學 === 管理研究所 === 96 === Based on the data from United States Renal Data System; USRDS; Taiwan is rank as number one in occurrence rate and prevail rate for the hemodialysis on the end stage renal disease patients. Based on the data from the Bureau of National Health Insurance, there was we...

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Bibliographic Details
Main Authors: Yun-Ting Hung, 洪韵婷
Other Authors: Hung-Hsia Chen
Format: Others
Language:zh-TW
Published: 2008
Online Access:http://ndltd.ncl.edu.tw/handle/72897051958819601425
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Summary:碩士 === 元智大學 === 管理研究所 === 96 === Based on the data from United States Renal Data System; USRDS; Taiwan is rank as number one in occurrence rate and prevail rate for the hemodialysis on the end stage renal disease patients. Based on the data from the Bureau of National Health Insurance, there was well over fifty thousands of patients received dialysis treatment in year of 2006. The payment received by the hospitals and clinics from the Bureau of National Health Insurance was decreased due to increased of patients under the global budgeting. The forming of the strategic alliance network was to effectively control the cost and improve the competitive strength in hemodialysis industry. The current strategic alliance for the hemodialysis industry were included manufacturer and manufacturer; manufacturer and distributor; manufacturer and clinic; distributor and clinic; and clinic and clinic. Based on different combination of alliance, this study analyzed the motives; the factors affect the subject of alliance; comparison of alliance management; and economic efficiency on the strategic alliance with four different perspectives. The results as follow: 1.The strategic alliance for hemodialysis industry; the vertical integration between manufacturer and distributor can effectively control the sales channels, raised the obstacles for the new comers, and had effective just-in-time stock system. 2.The horizontal integration between clinics can reach economic scale; improve bargaining chips; lower the operational costs; and faced the competition within the effective management. The outsourcing strategy which the hemodialysis done by the manufacturer or distributor can lower the operational cost and maintain certain level of hemodialysis quality. The hemodialysis clinic can focus on other activities to create better value and competitive strength to develop the core competitiveness. 3.Alliance between different industries and differentiation will be the source of future competiveness strength. It should provide adequately services by developing toward free market, making good used of tourism, and cooperated with long term care to create blue ocean market for the hemodialysis industry.