| Summary: | 碩士 === 國立臺灣大學 === 國際企業管理組 === 102 === Taiwanese hospital faced dilemma in Taiwan is deprivation and hostility from health insurance authorities, medical resources deficiency , limited market size, and lower governmental efficiency. Despite of the following unfairness in China, that is : subsidy, tax, land , houses, hardware ,medical insurance certification audit, medical personnel qualification and transfer ,yet, large market size, fast growing potential, good futurity ,persistent system cracks , evolving of system reform , relative competitive advantage in management and medical personnel , and better medical education system still left growing space for Taiwanese hospital. The business model of Xiamen Chang Gung hospital is : by way of searching dis satisfaction in safety, services, technique demands ,and medical facilities , management and information system was built up by herself. Cost down strategy is through division management and branch operating independency. Cost center was established for the purpose of daily practice. Reform of medical process is bimodal from both patient visiting and medical behavior. The revenue from increase of physician is more than cost increase, so it is reasonable to recruit more physicians. Profit and loss was balanced on the third year.
This model need huge resources inputs ,but still remains be worth considering.
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