| Abstract: | 由於醫療科技的進步與人口高齡化的發展，對健康的追求已是普世的價值。數位浪潮正在衝擊醫療產業，各式醫療創新技術不斷推陳出新。近年來隨著牙科數位化發展及相關生醫器材產業快速進步的國際趨勢，台灣的數位牙科市場正值蓬勃發展，醫療機構都在轉型及提升數位化。許多醫材通路商瞄準這波商機，準備進入數位牙科市場。但數位牙科也有其進入門檻及競爭生態，醫材通路商必須找到相關策略才能成功的進入市場及建立起競爭優勢。
本研究的主要目的在於探討在產業競爭、利害關係人、營運範疇、等因素的中介作用下，對醫材通路商進入數位牙科市場策略的影響。整體的研究框架基於企業能力分析，透過參考文獻與研究方法的推導，將策略與個案公司的現狀進行對比，以確認策略的可行性和效益。在討論和分析的過程中，本研究致力於發現理論與實務之間可能存在的相同或不同之處，並著重於個案公司的發展歷程轉折點與理論架構的契合點。這有助於修正或調整理論架構，使之更貼近實際情況。從個案公司的發展歷程來看， 醫材通路商進入數位牙科市場的策略發展模組大致可歸納為三個方向，且與參考資料及研究方法所得到的結果相互呼應。1.產品整合：牙科的分類相當廣泛，從牙周到口腔外科光是產品高達上萬種；而與數位牙科高度相關的是矯正、膺復、植牙這三個項目，而流程上也不盡相同；但數位取模及影像生成卻是相同的來源，因此能夠整合不同治療項目的產品於同一個系統中，就是一個成功的策略。 2.策略聯盟：台灣的牙科醫材通路商相當分散，並且 30%較大型廠商佔有 70%的市場份額。其他中小型通路商或者較晚進入數位牙科領域的廠商，應該思考如何縮短學習曲線，或是提高服務的質量。因此不同產品的廠商可以藉由策略聯盟，甚至交叉持股的方式，來共同經營市場。
3. 市場區隔：數位牙科的發展正方興未艾，但由於競爭廠商非常多及部分產品已進入價格競爭，或是高階產品有寡頭壟斷的現象。因此醫材通路商進入數位牙科市場前， 應該思考如何將產品及服務做出市場區隔，在紅海中定位出利基。
Due to advances in medical technology and the development of an aging population, the pursuit of health has become a universal value. The digital wave is impacting the medical industry, with various innovative medical technologies constantly emerging. In recent years, with the rapid progress of digital dentistry and the international trend of related biomedical equipment industries, Taiwan's digital dentistry market is flourishing, and medical institutions are transitioning and enhancing digitization. Many medical device distributors are eyeing this business opportunity, preparing to enter the digital dentistry market. However, digital dentistry has its entry barriers and competitive ecology, and medical device distributors must find relevant strategies to successfully enter the market and establish a competitive advantage.
The main purpose of the research is to explore the impact on the strategies of medical device distributors entering the digital dentistry market under the mediation of factors such as industry competition, stakeholders, and operational scope. The overall research framework is based on the analysis of corporate capabilities. By referencing literature and deducing research methods, the strategy is compared with the current situation of the case company to confirm the feasibility and effectiveness of the strategy. In the process of discussion and analysis, efforts are made to discover similarities or differences between theory and practice, focusing on the turning points in the development of the case company and the points of convergence with the theoretical framework. This helps to revise or adjust the theoretical framework to make it more practical.
From the perspective of the development process of the case company, the strategic development model of medical device distributors entering the digital dentistry market can be roughly summarized into three directions, and it corresponds to the results obtained from reference materials and research methods. 1. Product Integration: Dentistry has a wide range of classifications, with over tens of thousands of products from periodontics to oral and maxillofacial surgery. The three related items of orthodontics, prosthodontics, and implant
dentistry are highly relevant to digital dentistry, and the processes are not exactly the same. However, digital impressions and imaging generation come from the same source. Therefore, successfully integrating products from different treatment categories into the same system is a successful strategy. 2. Strategic Alliances: Dental device distributors in Taiwan are quite decentralized, with 30% of larger companies holding 70% of the market share. Other small and medium-sized distributors or companies that have entered the digital dentistry field later should consider how to shorten the learning curve or improve the quality of services. Therefore, manufacturers of different products can jointly operate the market through strategic alliances or even cross-shareholding. 3. Market Segmentation: The development of digital dentistry is booming, but due to the large number of competing manufacturers and some products entering price competition, or the phenomenon of oligopoly in high-end products. Therefore, before medical device distributors enter the digital dentistry market, they should consider how to create market segmentation for products and services and position a niche in the red ocean. |
