Enterprise Transformation and Strategic Alliance: Take a Countryside M Hospital for Example

• Main Authors: Fang-Ming Tu, 涂芳敏
• Other Authors: Heng-Yin Liu
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/gchqak

碩士 === 元智大學 === 管理碩士在職專班 === 106 === This subject M hospital is located in Longtan district, a rural area of southern Taoyuan City. M hospital used to serve inpatient, outpatient, emergency departments as well as long-term cares. It was once the largest hospital in southern Taoyuan. However, it began to face more and more challenges in recent years. Due to the increase of inter-hospital competitions in the neighborhood, tight budget and restricted reimbursement of National Health Insurance System, brain-drain of medical staffs, and lack of equipment renewal, the administration and management of M hospital has become increasingly difficult. The proportion of new patients has been decreased, and the total revenue is gradually declining. In this study, we interviewed M hospital and its cooperative network of five long-term care facilities. This qualitative research focused on the leadership of chief executive, Dr. Hsien-Chang Chiu. He advocated the model of "Medicine-Elderly Care-Nursing" integration, which was a stronger cooperative relationship between M hospital, adjunctive nursing home and the adjacent elderly care institutions. It achieved a horizontal and friendly integration system for the elderly. Active implementation of "Medicine-Elderly Care-Nursing" integration promoted medical service volume and financial revenue of M hospital, as well as interpersonal interaction with the community. In order to pursue the revival and redefine the role of M hospital, we used Strength-Weakness-Opportunity-Threat（SWOT）analysis to analyze the advantages and disadvantages of running this hospital, and find out the direction of the transformation. Several aspects of transformation could be considered: strategic alliance, diversification, self-paid service, community medicine, etc. Besides, we used Boston-Consulting-Group (BCG) Growth-Share Matrix to define the characteristic specialties. These included radiation therapy oncology, renal dialysis, rehabilitation, respiratory therapy and shockwave therapy. By focusing on developing Stars and Cash Cow business, the total revenue could be increased. This case study figured out several key points of local hospital transformation. Local hospitals should actively expand the community service, promote the treatment quality of chronic diseases and elderly related diseases, developing characteristic specialties, and attach importance to the core value "humanity-oriented, straight from the heart". Longtan M hospital has overcome the financial instability and recession, and now turned loss into profit. The managers of domestic local hospitals facing the similar difficulties can refer to this study and improve survival opportunity. Key words: local hospital, transformation, strategic alliance, hospital finance, Medicine-Elderly Care-Nursing