基層診所經營策略管理之探討─以A診所為例

• Main Authors: Chin-yu Li, 黎金裕
• Other Authors: 林建煌
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/97897983291800679923

碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 99 === Since the implementation of National Health Insurance (NHI) in 1995, the medical environment has been experiencing tremendous change. So far the rate of joining NHI has reached over 99%. Because of the contracts signed between the Bureau of NHI and the majority of hospitals and clinics, the Bureau of NHI becomes the only agency paying medical expenses. However，due to the resource-allocation policy of the Bureau of NHI and the failure of referral system, patients go directly to big hospitals to seek medical advice , regardless of their severity of symptoms. It causes clinics in the medical market space to be squeezed. The researcher who serves at the clinics more than 10 years is a physician. He deeply understands that it is not so easy to manage a clinic excellently under the competitive medical environment. After the overall introduction of Taiwan medical industry and primary care clinics, this paper will be discussed on the strategic management procedure by case study. The researcher analyzes the case in a systematic way. In the strategic planning stage, firstly he studies how the case “measures the external environment” to control it to take opportunities and avoid threats; secondly, how the case “measures its own resources” to utilize their strengths and hide their weaknesses, moreover how the strategy is resulted in. Then, in the strategic implementation stage, he studies how it executes organizational- change plan in response to the change of external environment. Finally, he studies how it controls the strategic execution under strategic control stage. By the study of “Business Strategy Management of Clinic”, it is expected to provide medical administrators of primary care institutions with some good recommendations, and help these managers analyze the inside-resource and outside-environment of clinics for favorable and unfavorable factors. This paper is discussed on how to do strategic management to cope with difficulties, and the strategic management of improving competitiveness for clinics. It is also discussed on how to predict the changing trends in medical industry, develop the optimal strategy in the future and help clinics operate for sustainable advantage. Furthermore it maybe improve the quality of medical services, help build up the good relations between doctors、patients and the National Health Insurance Bureau .