| Summary: | 博士 === 國立臺灣師範大學 === 政治學研究所 === 101 === The research summarizes comparisons among operating strategies of three hospitals located in Shanghai, Xiamen and Nanjing respectively, which were owned and operated by Taiwanese enterprises in different sectors (Landseed, Chang Gung and BenQ). We would like to investigate and clarify the operating risks and management strategies of Taiwanese healthcare business in Mainland China through literature analyses, depth interviews and case studies etc., and propose strategy analysis recommendation to Taiwanese enterprises which contemplate to invest or start up healthcare business in Mainland China.
The three hospitals (Landseed, Chang Gung and BenQ) located in Shanghai, Xiamen and Nanjing different in nature were chosen to compare managing strategies. Through the methods of research analysis, thorough interviews and case studies，the author analyzes the risks for Taiwanese-investing companies in China medical industry as well as operating strategies. Then the author proposes strategy analysis recommendation to Taiwanese enterprises which contemplate to invest or start up healthcare business in Mainland China.
The research adopts the theory of entrance strategy, Porter five forces analysis and SWOT analysis to establish research structure. By the qualitative research which emphasizes the specific characteristics and instinct meaning of data, and display the intension and meaning of the research results. The author also take interviews with business executives in healthcare industry, Taiwanese and Chinese scholars and experts, government officers and some patients, and explore the business strategies and current situations of the selected cases. The research outcomes reveal Taiwanese enterprises tend to start up their healthcare business with their existing advantages, and decide to establish the site on city or district they are familiar with. The operating and management strategies of Taiwanese hospitals are different from those of Chinese ones, and there is a huge gap in cognition about characteristics of healthcare sector between the two countries. Both the differences do influence the making of operating strategies. As for the composition of team staff, we found investors without healthcare sector background must rely on professional healthcare management team, but it is truly difficult to recruit excellent doctors, and it takes time to compromise the training programs and culture of healthcare staff. So, investors should consider the investment costs and medical customs when making the strategies. The research also proves fine relationships with Mainland China official authorities are very helpful to the establishment and operation of a hospital. The penetration rate of healthcare industry is still low in Mainland China, although Taiwanese enterprises have good opportunities in the industry, but should change the allocation of investment resources according to differences of individual market region.
For those had operated Taiwanese hospitals in Mainland China, we advise the investors would rather draw up reasonable medical service charge mechanism, than just sit and wait for authorities’ reformation of “compensation system for the medical cost through drug-selling profits”. At the same time, Taiwanese enterprises can make use of their influence to carry out the ECFA (Economic Cooperation Framework Agreement) in healthcare sector, which enable Taiwanese hospitals could import medicines from Taiwan by specially approvals. Regarding with China’s strict healthcare policies Taiwanese doctors, all official Chinese authorities seem to against the professional status and titles which Taiwanese doctors have earned long time ago in Taiwan.
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