| Summary: | 碩士 === 嶺東科技大學 === 國際企業系碩士班 === 103 === Aesthetic medicine has reshaped the stereotypical image of the medical care industry by successfully introducing the self-pay market. This is not only a tough bottleneck to break in the medical care industry but a new direction in which to overcome the problem of health insurance settlement. Under this new trend, physicians and cosmeticians no longer oppose each other, and consumers will no longer be lost for direction. As a result, the consumers will enjoy the service of a more comprehensive and professional consultation team.
This study first applies the interview method combined with STEP analysis and Five Forces analysis to examine the management environment of aesthetic medicine; the interview data is compiled through the grounded theory and used as the basis for conducting the SWOT analysis of aesthetic medicine’s competitiveness. Subsequently, the TOWS Matrix of aesthetic medicine was carried out to establish the business model of the aesthetic medicine industry.
This study explored the business model of the aesthetic medicine industry in Taiwan and came to the following conclusions: 1. The environmental analysis of the aesthetic medicine industry reveals that, although plastic surgery has become a trend in the overall environment, combining biochemical technology with innovative therapies and cutting-edge equipment to satisfy the demands of the m-shaped consumers is considered priority. In regards to the industry environment, being able to grasp the emergence of preventive medicine and anti-aging therapy needs, as well as building excellent relations with the clients are important considerations for the aesthetic medicine industry. As far as individual environment is concerned, humanized management, bespoke products and therapies, innovative management philosophies and a mutually beneficial production-marketing relation will cater to the diverse needs of consumers. 2. The business model of aesthetic medicine in Taiwan often involves diversified strategic alliances, professional medical care conducts and refined therapies and products. 3. The management strategies of the aesthetic medicine industry in Taiwan are threefold: (1) Establish a consumer-oriented supply chain; (2) Develop the consumer market in resonance with the government’s policies; (3) Develop products and services that emphasize the concept of healthcare.
Within the red ocean competitive environment in Taiwan, the government should establish an aesthetic medicine specialist system and make adjustments to the law in order to prevent non-specialist doctors from engaging in aesthetic medicine practice, and avoid potential medical disputes. Aesthetic medicine clinics should create their reputation based on professional image or brand positioning; furthermore, work specialization should be implemented to ensure frontend customization and backend modularization, so as to create exclusive therapies for consumers in different market segments.
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