Business Models of Innovative Healthcare Service

• Main Authors: Shih-Pei Huang, 黃世貝
• Other Authors: 黃崇興
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/13754362025493753938

碩士 === 國立臺灣大學 === 高階公共管理組 === 97 === An aging population accompanied by the global trend of declining birth rates result in many industries facing a structural change. Its impacts on the expansion of need of medical and health services are facing shortage of supply-side pressures. Therefore, it subsequently squeezed out the demand for innovation in healthcare services and industry. Innovation of healthcare is by the way of re-examining the public health needs, identifying unmet health needs of valuable lives, especially in the existing medical institutions incapable of care to demand, followed by integration of health care, information and communication technology, long-distance healthcare call service, physiological measurement devices, user interface, and customer service processes such as cross-cutting health professional''s innovative business model, and then to provide cost and market price expected to serve different market segments and strata of customers. Innovative healthcare care industry has been the life cycle of many "innovators" to enter the "early adopters", but has not yet entered the "early majority" stage. At the current stage, many entrepreneurs try to operate a direct "B2C" model, but generally encountered difficulties in rapidly achieving market share, of which the phenomenon that the people have not been able to accept the price more than that people questioned the value of health services is the major factor. Therefore, in the real entry into the "early majority" stage, "B2B2C" model into the proper market segmentation is the key to success. Analyzing the market segments, the strategy of from medical institutions, business community, community, home, and then to action groups, is currently the reasonable market development strategy. Innovative healthcare service operators are required to integrate cross-cutting health care professional and processes, the establishment of different market segments with a flexible operation of the core competencies, including integration of the medical profession, the information and communication technologies, long-distance voice services, medical equipment, and customer service professionals, being the key of core competencies. The development strategy of innovation in healthcare services is how to develop brand and original service management, and to establish strategic partnerships, including medical, industrial, academic, and insurance institutions. Taiwan''s medical quality, operational efficiency and service exquisite degree of advanced countries such as the United States, Europe, and Japan, is the leading position in the Chinese living region, and therefore most have the opportunity to create health services brand. On the other hand, original service management is the model to enter the mainland or other countries, but the search for suitable strategic channel partners will be the key. Competitive advantage lies in how the layout of market positioning, and the implementation of the five executive factors, including integration of force (streaming systems, devices, interfaces, and services), research and development force (service management, hardware and software specifications, value-added services, innovation mode) , the bargaining power (cost control, economies of scale), original service management force (strategic partners, strategic channels) and brand strength (indicator of operating performance, corporate image marketing, corporate social responsibility). Proper positioning of market segments, well-planned recruitment and layout of capital and resources, and the implementation of executive factors are the key to success of innovative healthcare services.