在現今民眾消費意識抬頭的年代,對於醫療品質的要求也隨之高漲,醫療產業生存日趨嚴峻,各家醫院在永續經營前提下,醫療服務行銷與差異化變得極為重要。然而相對於商業行銷,醫療行銷受限於醫療法第四章第61條、第五章第84-87條的規範,顯得更須謹慎且困難,如何在法規內將衛生福利部所屬26家醫療機構不同的特色、其社區定位、公醫的使命,清楚且符合民眾的需求,透過行銷策略(Marketing Strategy)及管道傳遞給民眾, 無疑是一大挑戰。「衛生福利部附屬醫療及社會福利機構管理會」(以下簡稱醫福會) ,於改組後整合「醫院管理委員會」北中南三區行銷企劃組,轉型成立行銷業務小組,透過定期的會議,列管監控各院的行銷指標,並集結各院行銷人才發揮創意,執行各項全面品質管理(Tot al quality management, TQM)競賽活動,成立Facebook(FB)「部醫加油讚」、配合時事定期不定期的舉辦記者會、與發行專書等方式,持續不斷的包裝與建立26家衛生福利部所屬醫院(以下簡稱本部所屬醫院)正面形象。
Consumer awareness rises rapidly in this era. The requirements of medical quality also upsurge quickly. The medical industry survival is grim, each hospital in the premise of sustainable development, its marketing and differentiation of medical services become extremely important. As opposed to business marketing, medical marketing is subject to Section 61 of Chapter IV and Section 84-87 of Chapter V of the Medical Code, even more cautious and difficult. It is undoubtedly a major challenge to inform the public as to the institution's characteristic, community identity and the mission of the public health service of the 26 medical institutions under the Ministry of Health and Welfare through the marketing strategy and communication channel. After the restructuring of Hospital and Social Welfare Organizations Administration Commission, Ministry of Health and Welfare, the north, central and south regional marketing teams which are under respective regional hospital alliances are integrated and transformed into the marketing team of the Commission. Through regular meetings, the marketing team monitors the marketing targets of each hospital and gathers the marketing talents of each hospital to develop their creativity and implement the Total Quality Management (TQM) competition. Also establish a Facebook (FB) team of medical praise, holding press conferences regularly to correspond to the current events, publishing books, and etc., to continuously establish a positive image of 26 hospitals of Ministry of Health and Welfare (hereinafter referred to as hospitals of MOHW).