The Marketing Innovation Process for Health Care Industry: A Case Study of Yuan Rung Hospital

• Main Authors: Ko-Shih Chang, 張克士
• Other Authors: Ming-Huei Hsieh
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/45064250041241618257

碩士 === 國立臺灣大學 === 國際企業管理組 === 101 === The performance of Taiwan’s National Health Insurance has been credited worldwide. However, the execution of the Health Insurance has led to the conglomeration of hospitals and the popularization of clinics in Taiwan’s medical industry. Since 1995, the implementation of National Health Insurance has caused community hospitals to close-down or re-organization, mainly because: *High costs due to smaller scale of operation; *Location out of metropolitan areas and so difficult to recruit talents; *Global budget under new National Health Insurance policy; *Constant lowering of medication cost standard that dwindles the profit margin; *The convenient mass transportation system in Taiwan’s comparatively narrow land that allows patients to see doctors island-wide with ease; *The Government’s weak implementation of leveling and transferal policies though specified under Health Insurance Act Article 33…etc., If the aforementioned drawbacks were not to be amended, community hospitals would continue to wither. Moreover, in the future indisposition would be treated with resources for major illness and results in the waste of precious medical resources and the aggravation of Health Insurance financial deficit. Large medical center would be fully packed with a bed hardly available for patients who are really in needs. Local communities may be forced to see doctors in distance due to impaired selectivity, accessibility, rights for medication and so forth. This paper looks into the successful turnaround of a community hospital and hopefully such experience would serve as a reference for other community hospitals that concern management and operation issues. With the hyper-competition, medical institutions have started to learn from other service industries and to escalate service marketing in medication, hospital’s public image and customer satisfaction. Therefore, under Health Insurance’s global budget policy, the community hospitals that confront increasing management challenges should promote the hospital’s mission and core value to internal employees and external customers, reengineer the hospital’s internal and external brands, and carry out medical service marketing strategies to strengthen medical service quality, doctor-patient relationships, and internal and external customer satisfaction for the hospital’s , sustainability, profitability and competitive advantages. This study aims to explore: *The community hospital’s internal branding reengineering and its process *The community hospital’s external branding reengineering and its process *The process of the community hospital’s interactive marketing By the analysis of Yuan Rung Hospital, this research concludes three key factors that contribute to Yuan Rung’s successful brand reengineering and how a community hospital with limited resources could reengineer its brand through service marketing efforts *Plan suitable management measures to increase revenues and decrease expenses in accordance to the Health Insurance’s global budget policy. *Taking advantages of the all three aspects of the service marketing triangle to complement each other aspect and to improve space and process and thereby increase quality and efficiency based on customer-orientation *Key leaders who lead shareholders and employees with vision, newly established organizational culture, team consensus, affirmed mission and value, and reengineered brand image of benevolence and professional innovation. The case study of Yuan Rung shows that internal marketing must start with organizational culture and process improvement. Particularly the medical service marketing must focus on organization missions that are feasible goals. Then external marketing comes into the scene along with social responsibility perspectives so as to effectively maximize customer satisfaction in the end.