創新策略延伸客戶-名醫經營客群探討

過去醫師為病人治療經常以權威的命令方式，以單向方式進行，很少有彼此的互動。自1995年全民健保險開辦後，整個醫療環境對地區醫院的衝擊最大。尤其幾十年來，各層級醫院除面臨醫療競爭、以往醫院採取專業技術導向的思維已不符合現今競爭激烈的醫療環境。民眾在進行醫療服務購買決策過程時，會花較多的時間與精力去蒐集相關資訊；也崇尚名醫，會認為找病人多、頭銜好的醫師，能得到更好的診療。過去有人探討名醫經營客群，也有行銷公司從旁協助，卻鮮少有人著墨案例分析；作者以兩種不同領導風格名醫的經營客群作為探討。醫院想要亮眼，會去物色名醫；先把醫院「養成」「名院」；然後再由「名院」「創造」更多不同科別的「名醫」。作者以2位榮登世界日報的外科名醫為案例，長達5年以上的深入探討觀察；以名醫的願景勾勒將經營方針和社會責任緊密相連，做更多細節層面呈現。兩位名醫並非用一般商業組織思維來經營管理；因為商業組織探討的都是如何進行銷售。名醫運用創新思維模式，創造前瞻布局與客群的信任粘著度。提供給正面臨經營客群困難相關者，可給予正規畫行銷模式與藍圖的相關人員作參考。

關鍵字

名醫；經營管理；經營客群；醫療行銷

並列摘要

In the past, medical doctors constantly engaged in an unidirectional communication style by ordering the patient, and few interaction was observed. Since 1995, after the launch national health insurance in Taiwan, tremendous changes and competition were brought upon all level hospitals. Specifically, within this 2 decades, hospitals faced serious competition. The professional and technical oriented motive in the past was no longer applicable in this fiercely competitive environment. People spend more efforts in researching on medical service provided. For instance, the belief of looking for well-known medical doctors who has a long list of patients will equate to good medical treatment. In the past, people raised the topic regarding customer branding for well-known physicians with advertising company aiding those operations. However, there was little evidence on case analysis in this sector. The author discussed two different well-known physicians’ branding style and strategy. If the hospital wants to be eye-catching, it will hunt for well-known doctors in order to brand itself as prestigious and “well-known” hospital. Then, these “well-known” hospitals search for many more well-known doctors in different specialists to further establish its image. The author describes 2 world-renowned surgeons, with 5 years of observance. Through these background and outline, the author presents link between business policy and social responsibility in this article. Both surgeons did not use the general business model for their practice. These two doctors use innovative models to create forward-looking layouts in gaining trust and adherence of customers. It provides a possible approach to those who are facing difficulties in their operation. Also, this paper can serve as a marketing model and blueprint for reference.