公立醫院醫學美容中心經營模式策略---以某醫學中心為例

Business Model of Cosmetic Center in Public Hospital--- Illustrated by a Medical Center

10.6342/NTU.2014.00361

邱政偉

商業模式 ； 醫學美容 ； 顧客價值主張 ； 利潤公式 ； 關鍵資源 ； 關鍵流程 ； Business model ； medical cosmetics ； customer value proposition ； profit formula ； key resources ； key process

國立臺灣大學碩士在職專班商學組學位論文

2014年

碩士

郭瑞祥

繁體中文

醫學美容產業最近十年來在台灣蓬勃的發展。主要原因是(1)非侵襲性醫學美容科技(如雷射光療、注射美容)的進步；(2)另外因為健保給付偏低，醫院需開發自費收益；(3)政府政策引導醫療服務產業化，例如自由經濟示範區、推動國際醫療、觀光醫療等政策。雖然醫學美容有產業化的趨勢，不過醫美服務目前被認定是醫療行為(非單純商業交易)，因此受到醫療相關法規的嚴格管控。許多公私立醫院均設立醫學美容中心，加上專門醫美診所不斷設立，市場漸趨飽和，競爭也日趨激烈。彼得•杜拉克曾說：『二十一世紀的競爭是商業模式的競爭。』公立醫療院所因為受限於法令規定的限制，其應變速度與靈活度相較於私立院所來的小。如何在激烈的兢爭中生存，有賴於商業模式設計。本研究先從文獻探討著手，了解企業轉型的利基策略，分析各種利潤模式與利潤區。進一步在對於商業模式做分拆解析，並探討Johnson等人提出的商業模式在創新理論。本研究將運用個案研究法，深入剖析商業模式再創新的四個連動要素：(1)顧客價值主張；(2)利潤公式；(3)關鍵資源；(4)關鍵流程。基於本研究的結果，希望可以提供公立醫療院所在競爭激烈的美容市場中佔住利基市場，穩定與持續的成長，發揮商業模式的整體綜效。

Medical cosmetics are booming in Taiwan in the past decade. The main reasons includes: (1) Development of new non-invasive technology (i.e. lasers and injectables); (2) Poor insurance reimbursement prompts hospitals to generate new revenue stream; (3) Healthcare industrialization policy: Free economics pilot zones promotes international healthcare and bundled with tourism. However, medical cosmetics are still regarded as a medical practice and under strict regulations. Numerous public or private hospitals have increased their exposures to medical cosmetics, along with specialized cosmetic clinics, the market becomes increasingly crowded and intensive competitive. Peter F. Drucker once said: “Business model competition is the major management challenge in 21st century.” Restrained by regulations, public hospital are less agile in maneuver. To survive in this keen competition, rely on business model design. Started from literature review, current trends of value migration and profit zones shifts are illustrated. How to reinvent profitable business models are thoroughly discussed. The four components of successful business model, i.e. customer value proposition, profit formula, key resources, and key process, are demonstrated in our case study. The proposed model is also applicable to other public hospital to ensure a sustainable growth in medical cosmetic field.

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