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|Title: ||台灣地區醫療服務產業連鎖化經營建立模式-以外科醫療診所之設立為例;The Model of Chain Business of Medical Industry in Taiwan-Surgical Clinic as Setting Example|
|Keywords: ||創新經營模式;連鎖化經營;醫療服務產業;chain management;innovation of business model;medical industry|
|Issue Date: ||2014-05-08 15:36:05 (UTC+8)|
;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.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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