創新性健康服務之商業模式

Business Models of Innovative Healthcare Service

10.6342/NTU.2009.00005

黃世貝

創新性健康服務；創新商業模式；健康客服服務 ； innovative healthcare service ； innovative business model ； healthcare call service

國立臺灣大學高階公共管理組學位論文

2009年

碩士

黃崇興

繁體中文

全球人口老化及少子化趨勢，造成許多產業面臨結構性變化，其影響逐漸擴大，醫療健康服務面臨供給端不足的壓力，因此擠壓出創新健康服務的需求及產業。 創新健康服務係經由重新審視民眾對於健康的需求，找出尚未被滿足但對健康生活有價值的需求，特別是現有醫療機構無法照護到的需求，繼之以整合醫療、資通訊技術、遠距語音服務、生理量測裝置、使用者介面、及健康客服流程等跨領域專業的創新商業模式，提供合乎成本及市場預期的價格，服務不同市場區隔及階層的客戶。 創新健康服務產業生命週期已經由眾多「創新者（innovator）」進入出現「早期嘗試者（early adopter）」，但是仍未進入「早期多數使用者（early majority）」階段。在目前階段，眾多直接嘗試經營「B2C」模式者，普遍遭遇困境且無法迅速取得大規模使用者，其中民眾尚未能接受且取價超過民眾對健康服務價值的質疑是主要因素。因此，在真正進入「早期多數使用者」階段前，以「B2B2C」模式，切入適當市場區隔是成功的關鍵。 分析市場區隔，從醫療機構、企業社群、社區、居家、再到行動族群，是目前合理的市場開發策略。創新健康服務經營者必須整合跨領域專業及健康服務流程，建立隨不同市場區隔彈性運作的核心能力，其中整合醫療專業、資通訊技術、遠距語音服務、醫療器材、及客服服務專業，是核心能力的關鍵。 創新健康服務的發展策略在於如何經營品牌及原創服務管理，並建立策略性合作伙伴，包括醫療、產業、學術、及保險機構。台灣醫療水準、營運效率及服務精緻度與美歐日先進國家相當，且居於華人地區領先，最有機會創造出創新健康服務的品牌。另一方面，代工原創服務管理，則是進入大陸或其他國家市場的切入模式之一，但尋找合適的策略性通路伙伴是關鍵。 競爭優勢在於如何市場定位佈局、及關鍵五因素的執行力，包括整合力（串流系統、裝置、介面、服務）、研發力（服務管理、軟硬體規格、加值服務、創新模式）、議價力（成本控制、規模效應）、代工力（策略性伙伴、策略性通路）及品牌力（指標性營運實績、企業形象行銷、企業社會責任）等。正確的市場區隔定位順序、有計畫佈局及引入資金與資源、及發揮關鍵執行力，將有助於創新性健康服務的成功經營。

An aging population accompanied by the global trend of declining birth rates result in many industries facing a structural change. Its impacts on the expansion of need of medical and health services are facing shortage of supply-side pressures. Therefore, it subsequently squeezed out the demand for innovation in healthcare services and industry. Innovation of healthcare is by the way of re-examining the public health needs, identifying unmet health needs of valuable lives, especially in the existing medical institutions incapable of care to demand, followed by integration of health care, information and communication technology, long-distance healthcare call service, physiological measurement devices, user interface, and customer service processes such as cross-cutting health professional's innovative business model, and then to provide cost and market price expected to serve different market segments and strata of customers. Innovative healthcare care industry has been the life cycle of many "innovators" to enter the "early adopters", but has not yet entered the "early majority" stage. At the current stage, many entrepreneurs try to operate a direct "B2C" model, but generally encountered difficulties in rapidly achieving market share, of which the phenomenon that the people have not been able to accept the price more than that people questioned the value of health services is the major factor. Therefore, in the real entry into the "early majority" stage, "B2B2C" model into the proper market segmentation is the key to success. Analyzing the market segments, the strategy of from medical institutions, business community, community, home, and then to action groups, is currently the reasonable market development strategy. Innovative healthcare service operators are required to integrate cross-cutting health care professional and processes, the establishment of different market segments with a flexible operation of the core competencies, including integration of the medical profession, the information and communication technologies, long-distance voice services, medical equipment, and customer service professionals, being the key of core competencies. The development strategy of innovation in healthcare services is how to develop brand and original service management, and to establish strategic partnerships, including medical, industrial, academic, and insurance institutions. Taiwan's medical quality, operational efficiency and service exquisite degree of advanced countries such as the United States, Europe, and Japan, is the leading position in the Chinese living region, and therefore most have the opportunity to create health services brand. On the other hand, original service management is the model to enter the mainland or other countries, but the search for suitable strategic channel partners will be the key. Competitive advantage lies in how the layout of market positioning, and the implementation of the five executive factors, including integration of force (streaming systems, devices, interfaces, and services), research and development force (service management, hardware and software specifications, value-added services, innovation mode) , the bargaining power (cost control, economies of scale), original service management force (strategic partners, strategic channels) and brand strength (indicator of operating performance, corporate image marketing, corporate social responsibility). Proper positioning of market segments, well-planned recruitment and layout of capital and resources, and the implementation of executive factors are the key to success of innovative healthcare services.

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