台灣美容集團發展策略探討— 以A醫美集團個案為例

台灣醫學美容產業近二十年成長速度驚人，在2022年年產值更突破新台幣600億元1 ，快速發展的結果，吸引許多醫師或各種其他產業集團、市場投資客、相繼進入醫學美容市場，希望能獲取利潤或擴展事業規模，激烈的競爭狀態，台灣醫美產業早已成為紅海市場。因此醫美診所必須以創造差異性的商業模式，才能有效回應市場競爭吸引顧客。本研究以深度訪談A醫美集團創辦人及現任董事長，透過質性研究法，研究A集團從草創至今的發展沿革及醫學美容發展時期的改革策略面臨到的困難與決策。將A醫療集團提供的資料與其他次級資料做整理後，以SWOT分析、五力分析以及BCG矩陣三種模型分析醫美市場及個案概況，並總結出來結論探討醫學美容產業及個案公司的內部優勢與劣勢、外部的機會與威脅，進而找出持續成長的關鍵因素，訂定個案公司未來新的發展策略，經過分析發現個案集團具有豐富的資源，可以多角化經營的佈局，巧妙借助外部資源合作，必能在醫學美容同業開出一條藍海，達成永續發展的企業目標。

關鍵字

台灣醫美產業； SWOT分析；五力分析； BCG矩陣

並列摘要

The medical aesthetics industry in Taiwan has experienced astonishing growth in the past two decades, with a production value surpassing 60 billion New Taiwan Dollars (NTD) in 2022. The rapid development has attracted numerous physicians, as well as various other industry groups, market investors, and business expansion seekers, all entering the medical aesthetics market in hopes of gaining profits or expanding their business scale. As a result, the industry has become intensely competitive, and Taiwan's medical aesthetics industry is now considered a saturated market. Therefore, medical aesthetics clinics must create a unique and advantageous business model to effectively response to competition and attract customers. This study conducts in-depth interviews with the founder and current chairman of A Medical Aesthetics Group, using qualitative research methods to explore the development history of A Group from its inception to the present, as well as the challenges and decision-making involved in the reform strategies during the period of medical aesthetics development. By organizing the data obtained from A Medical Group and other secondary sources, the study analyzes the market and case profiles using three models: SWOT analysis, Five Forces analysis, and the BCG model. It summarizes the internal strengths and weaknesses, as well as the external opportunities and threats of the medical aesthetics industry and the case company. Furthermore, it identifies the key factors for sustainable growth, formulates new development strategies and business models for the company's future, and discovers that the case group possesses abundant resources and can engage in diversified operations. By cleverly leveraging external resources through open innovation, the case group can create a blue ocean in the medical aesthetics industry and achieve its goal of sustainable development.