Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24700
標題: 醫療設備商進入遠距照護產業模式分析
A Strategic Analysis on the Entry Modes of Medical Equipment Companies into Telecare Industry
作者: 劉慶森
Liu, Ching-Sen
關鍵字: http://etds.lib.nchu.edu.tw/etdservice/view_metadata?etdun=U0005-2306200917171100;遠距照護;進入模式;產業分析;競爭優勢
出版社: 高階經理人碩士在職專班
引用: 中文部分 方至民、鍾憲瑞(民95)。策略管理—建立企業永續競爭力。台北市:前程文化。 湯明哲(民92)。策略精論:基礎篇。台北市:天下雜誌。 何定為、 賴才雅(民97),。衛生署遠距照護試辦計畫服務架構介紹。護理雜誌,55(4),17-22。 林詠智(民96)。台灣遠距照護產業之營運模式探討。未出版之碩士論文,國立中興大學科技管理所,台中。 蔣明富(民97),居家遠距照護:分享一個新的商業模式,未出版之碩士論文,國立台灣大學管理學院碩士在職專班,台北。 黃明豐(民91)。台灣紡織產業-纖維織品經營策略研究分析。未出版之碩士論文,大葉大學事業經營研究所,彰化。 蕭榮興(民96年12月)。帶動傳統醫療產業創新服務與技術發展。資訊尖兵雜誌出版,28-34。 張慈映(民93)。美國遠距病人監測市場將持續成長(工研院生醫與生活組IEK計畫)。 張慈映(民95)。美國遠距居家健康照護市場成長超過預期(工研院生醫與生活組IEK計畫)。 經濟部投資業務處(民97年2月)。醫療照護產業分析及投資機會。 英文部分 Ansoff, I.H.(1988). The new corporate strategy. 3rd ed., New York:John Wiley & Sons, Inc. Bain, J. S. (1959). Industrial Organization, New York:Wiley. Barney, J. B.,& Hesterly, W. S. (2008). Strategic Management and Competitive Advantage:Concepts and cases. Australia:Pearson/Prentice Hall. Barney, J.(1986). Strategic factor markets : expectations, luck, and business strategy. Management Science, 32(10), 1231-1241. Carlton, D. W. and Perloff, J.M. (1990). Modern Industrial Organization, Scott, Foresman & Company, Glenview, Illinois Killing, J.P.(1988). Understanding alliance:The role of task and organizational complexity. In F.J. Contactor & P. Lorange (Eds.), cooperative strategies business, pp.55-67. Lexington Books. Mason, E.D., (1939). Price and Production Policies of Large-scale Enterprise. American Economic Review, 29, pp. 61-74. Michael A. Hitt.、Ireland, R. D.&Robert E. Hoskisson(2007). Strategic Management. Norum, J., S. Pedersen, J. Stormer, M. Rumpsfeld, A. Stormo, N. Jamissen, H. Sunde, T. Ingebrigtsen, M.L. Larsen.( 2007).Prioritisation of telemedicine services for large scale implementation in Norway. Journal of Telemedicine & Telecare, 13(4), pp.185-92. Penrose, E. T.(1959). The theory of the growth of the firm. New York:John Wiely, &Sons. Porter, M. E., (1980). Competitive strategy-Techniques for Analyzing Industries and Competitors. New York:Free Press. Porter, M. E.( Jan 1, 2008).The five forces that shape strategy. Harvard Business Publish. pp. 92-110. Prahalad, C. K. & Hamel, G. (1990). The Core Competence of the Corporation, Harvard Business Review, 68, 79-91. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18(7), pp.509-533. Villalonnga, B., & Mcgahan, A. M.(2005). The choice among acquisitions, alliances, and divestitures. Strategic Management Journal, 26, pp.1183-1208. Wernerfelt, B.(1984).A resource-based view of the firm. Strategic Management Journal, 5, pp.171-180.
摘要: 
隨著科技進步與保健意識興起,人類的平均壽命呈延長之趨勢;而台灣也逐漸面臨高齡化社會問題,故未來如何有效降低社會福利及醫療費用支出,成為一項重要議題。
本研究探討遠距照護產業內現況和競爭態勢,歸納出產業關鍵成功因素;並以個案公司之能耐及競爭優勢分析,藉由關鍵成功因素及個案公司間之比較,研判是否進入遠距照護產業,並檢視該產業之進入模式分析;試圖自醫療設備商的觀點,找尋出一個較適合的產業廠商之進入該產業的方式,期望提供未來有意進入遠距照護產業之廠商參考。
本研究發現,現行之遠距照護產業,仍有許多發展障礙及限制;同時,由於是新興的服務模式,必須進行推廣及顧客教育,提升其消費意願。因此,個案公司透過策略聯盟方式進入該產業為最適宜之方法,但未來仍需謹慎面對進入該產業後之營運及合作模式。

Based on technological advancement and the importance of health-conscious, the average lifetime of human is extending. In Taiwan, we will face the problem of aging society in the future. It is an important question that how to reduce the expenditure of social welfare and medical treatment efficiently.
In this thesis, we analyze in the situation and competition of the telecare industry, and conclude with Key Success Factors (KSF) of this industry. We also analyze the competence and competitive advantage of our case . Compare with the KSF and the competitive advantage of our case, to decide whether or not to enter telecare industry, and examine the entry modes of it. We try to find feasible ways from the view of medical equipment companies.
We find that it's still many obstacles and restrictions in this industry. Furthermore, due to it's a new service model, we need to do some promotions and educate our customers to elevate their willingness. For our case, it's the optimal way to choose Strategic Alliance as the entry mode, but we should stay cautious with the cooperation and business model in the future.
URI: http://hdl.handle.net/11455/24700
其他識別: U0005-2306200917171100
Appears in Collections:高階經理人碩士在職專班

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