| Summary: | 博士 === 輔仁大學 === 商學研究所博士班 === 106 === Taiwan healthcare industry is under the supervision of National Health Insurance and players are practiced according to the regulations; however, almost up to 100% of the population were included in the healthcare insurance system. Today, due to a surge in the medico-legal dispute, highly competition between the same healthcare industry as well as high end technology. Therefore, it is difficult to maintain healthcare system, low reimbursement rate and unreasonable in payment to medical service. Taiwan healthcare industry is in a red sea competition atmosphere. The strong healthcare-seeking behavior in the Taiwanese culture drive many individuals to seek consultations from famous doctors as well as visit large medical centers. As a result, local clinics are hard to maintain their medical service especially under the low birth rate of gynecology and pediatric clinic. Therefore, a new insight and concept of a dynamic strategy needs to be explored for the local maternal and child care clinic.
This thesis is a case study of a maternal – child healthcare clinic with SWOT analysis and evaluation of Balanced Scorecard as a measurement tool and strategy map, at the same time drives new insight concept from blue ocean strategy and 7’s Mckinsey that formulated a total solution of strategy that is suitable for local maternal and child healthcare.
Research from a former P obs & gyn clinic to an expansion of A clinic obs & gyn group which includes new born pediatric, cosmetic and plastic surgery, weight control, postpartum confinement centers, baby center, babysitting center, maternal & child daily protects, café, overseas development company and established Chinese women & child development association for professional training program. At the same time, including expand of infrastructure as well as increase the number of employees.
All the revenue data was collected from the year 2013 to 2016 financial reports. After being statistically analyzed, the result shows the new expansion of A clinic under the total execution of the new dynamic strategy and the sales revenue from P to A clinic have substantially increased. However, this research has its limitation and at least it provided for a successful pilot study. In addition, perhaps it’s a new dynamic strategy insight and concept and new direction for future healthcare industry undertaking.
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