自1995年及1998年分別實施全民健保制度與總額預算支付制度後,台灣地區牙醫產業經營環境產生重大轉變,由於醫療費用總額事先議定,牙醫看診量超過一定水準後,相對給付金額反而減少;中部地區更因牙醫師過度集中,開業診所林立,競爭最為激烈,此態勢不易於短期間內有重大改變,故採行聯合執業(group practice)此一新興模式,結合經營管理及齒科專業技術,已逐漸受到重視並佔有約20%之牙醫診所開業比例。 本研究透過層級分析法(Analytical Hierarchy Process; AHP),以成立年資、診所位置、資金型態與健保申請給付金額等不同類型為分析構面,瞭解聯合執業牙醫診所在經營策略流程—「規劃」、「執行」及「控制」等三階段之關鍵因素權重,問卷總計發放30份,回收19份,有效樣本19份。 研究結果發現:(1)診所成立年資不同,策略規劃與執行階段之重要因素不同。(2)所在縣市不同,策略執行階段之重要因素皆不同,策略規劃階段則有台中市與南投縣分別認為地理涵蓋與區位選擇最為重要。(3)不同資金投入型態,其策略規劃與策略執行階段之重要因素皆不相同。(4)健保申請給付金額不同,策略規劃與策略執行階段的重要因素都不同。在策略控制階段,不同類型診所均認為顧客成長與滿意度為最重要因素。
Dental clinics in Taiwan are facing with the restriction of “Total budget system of the national health insurance” and with a lot of challenges of external environment’s violent changes reducing the profit potentials. Because the clinic operation is in fierce market competition, a new type of operation, group practice dental clinic, has already been introduced and induced some effects in Taiwan. The purpose of this paper is to identify the factors affecting implementation of business strategy. Therefore, this paper employs the concept of strategy to build the empirical model via Analytic Hierarchy Process (AHP). The data used by this paper are from the field survey. Based on the empirical results, the importance of strategic stages and key successful factors are follows: (1) The strategic implementation is more momentous than strategic planning and strategic control. (2) The growth and satisfy of customer has the most noticeable priority. (3) Each group via seniority, location, investment, and year revenue give totally different weight on strategic stage and corresponding factors.