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Title:	非營利癌症醫療機構突破困境及永續經營策略-S醫院之個案分析- The strategies of a non-profit cancer medical institution for breaking through challenges and achieving sustainability: A case study of the S Cancer Center
Authors:	黃國埕 Huang, Kuo-Cheng
Contributors:	彭朱如黃國埕 Huang, Kuo-Cheng
Keywords:	非營利癌症醫療機構病人就醫歷程品牌再造永續經營策略 Non-profit cancer medical institution patient journey rebranding sustainable operation strategy
Date:	2024
Issue Date:	2024-08-05 12:34:47 (UTC+8)
Abstract:	癌症治療是高度個人化及複雜的。有效的癌症治療需要整合性的團隊醫療照護，站在病人的角度思考，才能在抗癌每個階段提供最適合的治療方案和全面的照顧。在台灣，健康保險制度的總額預算制度限制了醫療機構的獲利空間。為了維持運作並投資發展，醫療機構必須控制和降低成本，甚至在醫療品質上做出妥協。同時，各地醫院進行軍備競賽，搶攻自費市場，在醫療人員薪資與業績相關聯的前提下，難免衍生鼓勵不必要醫療之道德風險。醫療機構及從業人員如何維持初心，不受營運壓力影響，需要智慧、勇氣及聰明的策略。本研究以S醫院做為個案研究，主要探討在面對外來激烈的競爭挑戰，內部目前面臨哪些問題和瓶頸?以及在維持價值理念的前提下，有哪些明確可行的變革策略方案?本研究透過研究團隊長達兩年不間斷的討論，融合了不同部門、不同世代的角度及觀點，整理總結出六大策略方案及具體執行細節，包括優化病人就醫體驗、創新行銷策略以再造品牌形象、尋找合作夥伴並廣納資源、建立數據庫並產生行動方案、徵才留才和因應醫療趨勢等。這些策略將有助S醫院保持其價值理念，應對內外部挑戰，並找到新的發展機遇，以實現永續經營。 Cancer treatment is highly personalized and complex. Effective cancer treatment requires integrated team-based medical care, viewing from the patient's perspective to provide the most suitable treatment plan and comprehensive care at every stage of the cancer battle. In Taiwan, the total budget system of the National Health Insurance limits the profit margins of medical institutions. To maintain operations and invest in development, medical institutions must control and reduce costs, sometimes compromising on care quality. At the same time, hospitals engage in an arms race to capture the out-of-pocket expense market, which, with medical staff's salaries linked to performance, inevitably leads to the moral hazard of encouraging unnecessary medical procedures. How medical institutions and practitioners maintain their initial purpose without being influenced by operational pressures requires wisdom, courage, and smart strategies. This study uses S Hospital as a case study, mainly exploring the current issues and bottlenecks faced internally amid intense external competition, and identifying clear and feasible transformation strategies while maintaining core values. Through two years of continuous discussion by the research team, integrating perspectives from different departments and generations, six major strategic plans and specific implementation details were summarized. These include optimizing patient experience, innovative marketing strategies to rebuild brand image, seeking partners and pooling resources, establishing a database and generating actionable plans, talent recruitment and retention, and responding to medical trends. These strategies will help S Hospital uphold its core values, address internal and external challenges, and find new development opportunities to achieve sustainable operation.
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 110932152
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0110932152
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

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