A Study on the Business Model for Medical Industry- The Case Study of Domestic Medical Equipment Company

• Main Authors: Ching-Sen Liu, 劉慶森
• Other Authors: Jian-Shen Chen
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/428844

博士 === 朝陽科技大學 === 企業管理系台灣產業策略發展博士班 === 104 === With the rapid development of medical devices industry, the government actively promoting the development of biotechnology policy and health care industry has attracted many domestic firms to invest resources to the medical devices industry. However, the profit model in the early of development of the medical devices industry is usually more vague and ambiguous. In order to differentiate and create competitive advantage, the firm must create and integrate innovative business model. That is, R&D and total solution service will be the key difference between the medical device industry in the future development. Reviewing the past literature and research related to medical devices, little studies investigated multiple business growth strategy and business models in the medical devices industry. Past studies investigated the medical devices industry success factors and long term care industry market entry mode. This study attempts to understand the different cases competitive advantage, the connotation of new business models and the differences in business models. Through case studies explore the induction of the medical devices industry new business model difference in academic implications. To better understand this issue, the study adopted case interview and select three firms in medical devices industry as case studies. Besides, this study invited three experts and six general managers of case studies to interview in order to obtain richer contents of the case. At the same time, this study used secondary data to aggregate and analyze those contents. The result of this study showed that case A combined company form the overall planning of the hospital medical supplies and equipment to the space-related presale and after-sale of the One-stop service. Case B was established in the past accumulation of a medical engineering team performance and a instrument Group’s overseas channel resources. Case B not only has the ability to provide comprehensive and customized services, but also has the output of these services to overseas markets capabilities. In the three cases, Case C is relatively small. Case C in the past the business model was positioned in the pursuit of stable profit, relative elastic and the speed of response to customer needs faster. Thus, the advantage of Case C provides fast maintenance service. Furthermore, the business model of Case C adopts medical material and equipment distributor’s pattern. That is, Case C' dealers visit clients to ‎indirectly Case C can contact medical material equipment maintenance customers. Therefore, Case C doesn’t need extra nurture business team. Finally, implications of the present study and directions for future research are discussed. Case A and C with the company’s business growth model are closer view of resource-based theory. Finally, implications of the present study and directions for future research are discussed. Case A and C with the company’s business growth model are closer view of resource-based theory. Early, Case A used brand agency model to enter medical devices market and got to slowly insight into the medical devices market which customer exist unsatisfied needs and accumulate related knowledge. Finally, Case A have entered after-sale service and space design and planning of medical institutions. Case A become a full range of customized services integrated programs. Case C owns equipment maintenance service capability and emphasizes profits, rather than the pursuit of growth on the scale of operation. Therefore, Case C could be more elastic strain maintenance service needs of customers