醫療器材公司五年發展策略規劃–以博而美醫護事業群為例

2013年國民醫療保險支出為9,628億，2014年臺灣醫療器材產業營業額為864億新台幣。我國自1995年實施全民健保後，健保制度支撐著整體醫療資源的需求量，而民眾對於醫療品質與服務的要求也逐漸提升，使得國人對醫療器材的需求穩定成長。我國人口快速老化，老年人口占比2018年將超過14%，正式進入高齡(aged)社會，2025年更將超過20%，邁入超高齡(super-aged)社會。我國醫療保健支出將逐年增加。各家廠商除了既有產品外，仍持續投入大量研發資源，進行高階技術與產品研發，透過持續墊高競爭門檻，鞏固技術領導地位；另一方面，持續透過併購策略，擴大產品組合，並且持續增加全球市場佔有率，強化市場領導地位。在快速變化的環境中，國內醫療器材代理商如何持續兼顧成長與獲利，制定具體可行的企業發展策略是成敗關鍵。本研究利用探討競爭力、多角化經營、組織發展及內部創業，研析醫療器材產業發展趨勢，以個案分析法探討個案公司三十年代理歷史之成敗經驗與核心競爭力，提出未來五年之發展策略，供業界參考借鏡。

關鍵字

醫療器材；發展策略；醫護事業；博而美公司

並列摘要

In 2013, the National Health Expenditure (NHE) was NTD 962.8 billion. In 2014, the revenue of Taiwan medical supplies industry was 86.4 billion. Taiwan government implemented the National Health Insurance since 1995. The National Health Insurance Bureau supporting the overall medical demand. But improving the quality of medical products and services is expected by general population. So the demand of medical product was steadily growth. Taiwan population is rapid aging, the old age population will reach 14% in 2018 and become an aged society, and in 2025 the ratio will surpass 20%, enter the super-aged society. The NHE was increasing gradually. Many manufactures, besides the existing products, still invested the mass resource of research and development in product with high technology, and continue to build the entry barrier of competition to keep their leader position of high technology. On the other hand, continue the strategy of merge and acquisition, expand their products portfolio, and increasing the worldwide market share to enforce their leading position. If the domestic medical supplies agent want to maintain growths and profits successfully in the fast changing environment, it need to draw an feasible strategy plan. This research discussing the competitiveness, the strategy of diversification, organization development, the internal entrepreneurship and analyzes the development trends of medical supplies industry in Taiwan. The case study method was used to examine the TBMS, as a medical supplies agent with 30 years success and failure experiences and their core competence. The author will propose a five-year development strategy for medical supply agents as a reference.

並列關鍵字

medical supply ； strategic plan ； Medical Caring Business ； TBMS

參考文獻

Michael E. Porter, (1998) Competitive Advantage: creating and sustaining superior performance: with a new introduction, New York: Free Press.

Grundy, Tony, (2006)”Rethinking and reinventing Michael Porter's five forces model”, Strategic Change vol 15 no. 5, pp.213-229.

BARNEY, J.B.,( 1997) Gaining and Sustaining Competitive Advantage

David J. Ketchen Jr, Charles C. Snow, Vera L Hoover, 2004, “Research on Competitive Dynamics: Recent Accomplishments and Future Challenges”

Susan Solovic (2014), “8 Strategies to Diversify Your Business

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醫療器材公司五年發展策略規劃–以博而美醫護事業群為例

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