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題名：在醫療產業策略執行中導入新概念的平衡計分卡 - 個案研究
作者：丘錦發
作者(外文)：KHIEW, KIM-FATT
校院名稱：輔仁大學
系所名稱：商學研究所博士班
指導教授：陳銘芷
謝邦昌
學位類別：博士
出版日期：2018
主題關鍵詞：平衡計分卡；藍海策略；麥肯錫7S模型；動態策略；醫療產業；P 婦產科；A 婦產科；附加價值；創新；Adopted Balanced Scorecard；Blue Ocean Strategy；7S Mckinsey；Dynamic Strategy；Healthcare Industry；P Obs & Gyn Clinic；A Obs & Gyn Clinic；Value-Added；Innovation
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台灣醫療產業是在健康保險制度下生存和發展，受保人數幾乎達到100%。醫療糾紛、同業之間的高度競爭及昂貴儀器的競賽導致經營醫療產業更為困難。然而健保不合理及偏低的給付，台灣醫療產業已是紅海一片。 台灣民眾習慣前往醫學中心及崇拜名醫雙重效應夾殺之下，基層診所處境更為艱難，首當其衝是少子化的婦產小兒科，更顯得雪上加霜。 有鑑於此，經營婦幼科別要有新的思維動態策略、遠見及概念，創造一個民眾需求的全方位醫療市場。
本文是以婦幼科案例為研究題材，首先針對醫療環境進行優、弱勢、機會和威脅評估分析。導入平衡計分卡之營運測量工具為策略藍圖，同時萃取藍海策略和麥肯錫理論的新思維概念，形成一個適用於婦幼醫療產業的動態策略來經營全方位的基層醫療。
研究對象是從一家原有小型的P婦產科診所拓展至大型的A婦產科的醫療體系，其中增設了新生兒科，整形外科、減重、月子中心、嬰兒中心、托嬰中心、婦幼醫材用品、咖啡廳、海外發展事業部、及成立訓練專業從業照護人員的婦幼協會，在基礎建設及雇用醫療專業人員也同時大幅增加。以上各科經營資料的蒐集自2013年至2016年的財報，並將這四年的營收加以統計和分析，結果顯示，新擴張的A婦幼醫療產業在新的動態策略執行帶領之下，營收業績比原有P婦產科的營收有相當大幅的成長，並逐年有上升的趨勢，而P婦產科的營收卻始終維持在特定的數值。雖然如此，P婦產科的淨利卻有因A的擴展所產生成本效益而隨著增加。
本文雖有研究上的限制，也不失為一個成功的試驗研究，以綜合融入多個動態的策略新思維概念，提供一個未來經營醫療產業的另類思考的方向。
Taiwan healthcare industry is under the supervision of National Health Insurance and players are practiced according to the regulations; however, almost up to 100% of the population were included in the healthcare insurance system. Today, due to a surge in the medico-legal dispute, highly competition between the same healthcare industry as well as high end technology. Therefore, it is difficult to maintain healthcare system, low reimbursement rate and unreasonable in payment to medical service. Taiwan healthcare industry is in a red sea competition atmosphere. The strong healthcare-seeking behavior in the Taiwanese culture drive many individuals to seek consultations from famous doctors as well as visit large medical centers. As a result, local clinics are hard to maintain their medical service especially under the low birth rate of gynecology and pediatric clinic. Therefore, a new insight and concept of a dynamic strategy needs to be explored for the local maternal and child care clinic.
This thesis is a case study of a maternal – child healthcare clinic with SWOT analysis and evaluation of Balanced Scorecard as a measurement tool and strategy map, at the same time drives new insight concept from blue ocean strategy and 7’s Mckinsey that formulated a total solution of strategy that is suitable for local maternal and child healthcare.
Research from a former P obs & gyn clinic to an expansion of A clinic obs & gyn group which includes new born pediatric, cosmetic and plastic surgery, weight control, postpartum confinement centers, baby center, babysitting center, maternal & child daily protects, café, overseas development company and established Chinese women & child development association for professional training program. At the same time, including expand of infrastructure as well as increase the number of employees.
All the revenue data was collected from the year 2013 to 2016 financial reports. After being statistically analyzed, the result shows the new expansion of A clinic under the total execution of the new dynamic strategy and the sales revenue from P to A clinic have substantially increased. However, this research has its limitation and at least it provided for a successful pilot study. In addition, perhaps it’s a new dynamic strategy insight and concept and new direction for future healthcare industry undertaking.
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