| 摘要: | 台灣醫療服務產業是一個封閉性強且具長期相對穩定成長的產業，但隨著健保制度的實施，生物科技的發展與醫療儀器的精進，加上預防醫學的抬頭、老年化人口趨勢，總體環境面改變，醫療服務產業從過去獨佔性比較高的產業漸漸轉趨競爭，為了使經營更具效率，近年來醫療服務業之連鎖化的經營模式應運而生。而在這波醫療業連鎖化的風潮中，又以具備自費發展項目之醫療專科更具競爭力。原因是(1)提供具選擇性醫療服務市場的機會較大(2)極具專業醫師背景之管理智能普遍提昇(3)全面性醫療專科結盟並拓展營業脈絡，因而使其連鎖化經營效益能見度大為提高。
本研究針對醫療專科連鎖化經營之模式進行研究，探討業態特殊的醫療服務產業如何透過連鎖經營的方式提升競爭力，進而提供研究者創設醫療專科之連鎖化經營最佳化模式建立之參考，以E診所及U醫療體系為例，分析其管理策略及競爭優勢。本研究歸納結論如後：
（一）兩家醫療機構連鎖化經營的優點：1.合理的報酬與尊重。2.連鎖化之品牌利益可
以與合夥醫師共享。3.後台管理平台共享。4.財務公開。
（二）關於醫療服務業連鎖化經營模式的結論及改善建議：1.建立連鎖化經營最佳化模式是:資金來源充足、選擇能見度高之開業地點、培訓自有醫師團隊、資訊化管理平台設置等關鍵要素緊密結合。2.改善與建議：(1)在人力資源管理上，系統化教育訓練為醫療服務業連鎖化經營模式最重要的核心價值。(2)實施專業分工及制定標準化作業流程。(3)強化醫療服務業之行銷觀念。(4)從商品流(服務流)、行銷流、人資流、金流、物流及資訊流共構了連鎖體系之總部功能，成為醫療服務業連鎖化之關鍵。
綜合而言，本研究歸納醫療業連鎖化經營透過管理制度、資金來源與人才庫等三
個面向所架構起來的經營優勢，將帶來更強的競爭力。
;Medical industry has long been a closed and growing sector. However, owing to the National Health Insurance system, the development of biotechnic and refinement of medical equipment, with the trend of preventive medicine and aging population, medical service changes transiently from the past monopoly to the present highly competitive industry. In order to achieve higher efficiency, chain clinics have appeared in recent years. Medical field that can provide self-paid items stand a better chance of success in the development of chain service. The reasons are: (1) Provides greater chance of selection in medical supply; (2) Raising ability of management of medical professionals and (3) Alliance of medical organization with extension of networks, which results in higher efficiency and greater visibility in market.
The aim of this study is to investigate the chain running system, managing strategies and competitive advantages of the two different medical specialties, analyze the way of their chain business model in order to provide an optimum business model to set up chain clinics.
Our study finds the following key points are prerequisite in setting up successful chain business. These include (1) Rational pay and respect between clinic and professionals; (2) Sharing the welfare of brand name between the chain stores and doctors; (3) Co-sharing of managing platform; and (4) Disclosure of finance.
Our study concludes that the optimum chain store model must fulfill the following conditions: Adequate capital, location with high visibility, self-trained professional team, settlement of information managing platform and they must be bound tightly together.
The study also suggests the following critical issues in running chain service. (1) The systematic educational training, which has shown to be the most crucial core value in running medical chain service; (2) Division of medical professionals and setting up standard operational process; (3) Marketing of medical service; (4) Integration of service, marketing, human resources, capital, logistic and information in the headquarter.
Through the integration of managing system, capital resource and human resource, a greater competitive advantage is foreseen in the medical chain business. |
