政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/31301
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113869/144892 (79%)
造访人次 : 51886934      在线人数 : 478
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/31301


    题名: 生技醫療服務公司之成長策略分析 – 以佳醫集團為例
    作者: 陳達元
    Eric Chen
    贡献者: 吳文傑
    Jack Wu
    陳達元
    Eric Chen
    关键词: 生技醫療服務公司
    日期: 2008
    上传时间: 2009-09-14 09:45:40 (UTC+8)
    摘要: 生技醫療服務公司之成長策略分析 – 以佳醫集團為例
    ABSTRACT

    Taiwan government in March of 2009 announced that six emerging industries have been specially selected for intensive development. They were biotechnology, medical care, green energy, quality agriculture, cultural creative and tourism. ”Biotechnology Takeoff Package” was firstly launched on March 26. This package is expected to bring Taiwan’s biotechnology and medical service environment to international standards, and rapidly making it “trillion dollar industry.”
    However, resource is limited. Compared to other technology advanced countries such as America and Japan, Taiwan owns less population, smaller size economy and rather limited nature resources. How should Taiwan develop its specially selected industries? What would be the best strategy for Companies interested in entering these selected industries?
    The aim of this study is to explore the growth strategy of medical services related companies and to conclude with some useful suggestions for Companies interested in entering biotechnology and medical service industry.
    This paper uses a case to observe the growth path of medical service industry. The author collected the data relating to the case company from its annual reports and various periodicals, and then applied theories of growth aiming to conclude the successful strategies made by the company.
    The current study chooses the largest dialysis treatment services company in Taiwan, the Excelsior Health Care Group, as the case study subject. During its twenty-one-year development history, the Group has been growing through vertical and horizontal integration and entering joint ventures with diversified businesses, such as cosmetics medicine, long-term health care, pharmaceutical logistics services and various clinical services such as dental and eye clinical services. The growth strategy of the group can be decrypted in the models of “Resource Based View”, “Core Competence Theory” and “The Boston Matrix.”
    This research concludes that the company has made several successful strategies including (1) using financial leverage to gain sufficient funding to sustain its investment in new businesses, (2) basing its original core competence and development related to other core competencies, (3) extensively entering into joint ventures with partners when exploring new business.
    Table of Contents
    CHAPTER 1 INTRODUCTION ------------------------------------------------------ 1
    1.1Research Motivation and Objective--------------------------------------- 1
    1.2Research Questions ------------------------------------------------------------ 2
    CHAPTER 2 LITERATURE REVIEW--------------------------------------------- 3
    2.1 Resource Based View--------------------------------------------------------- 3
    2.2 The Ansoff Product –Market Matrix Planning for Growth--------------- 5
    2.3 The Boston Matrix--------------------------------------------------------------- 7
    2.4 Core Competence Theory----------------------------------------------------- 10
    2.5 Porter’s Competitive Advantage Theory------------------------------------- 11
    CHAPTER3 RESEARCH METHODOLOGY--------------------------------------- 13
    CHAPTER 4 THE INDUSTRY BACKGROUND--------------------------------- 14
    CHAPTER 5 THE CASE OVERVIEW----------------------------------------------- 29
    5.1 Company Overview ------------------------------------------------------------ 29
    5.2 Organizational Structure ------------------------------------------------------- 30
    5.3 Development History------------------------------------------------------------ 31
    CHAPTER 6 APPLICATIONS OF THEORIES AND ANALYSIS------------ 33
    6.1 The Five Stages of Growth------------------------------------------------------- 33
    6.2 Growth using Financial Leverage---------------------------------------------- 35
    6.3 Applications of growth theories------------------------------------------------
    40
    6.4 Further Growth Strategies-------------------------------------------------------- 45
    CHAPTER 7 CONCLUSIONS AND RECOMMENDATIONS ----------------- 48
    REFERENCE------------------------------------------------------------------------------- 50
    參考文獻: References
    Ansoff, I, 1957, Strategies for Diversification, Harvard Business Review. Sep.-Dec.
    Bogner, W. C. & Thomas, H. , 1994, Core Competence and Competitive Advantage: A Model and Illustrative Evidence from the Pharmaceutical Industry, Competence- Based Competition, pp.111~144.
    Campbell, Andrew and Robert, Park 2005. The Growth Gamble.1st ed., New York, NY: Nicholas Brealey Press.
    Christensen, Clayton M., Anthony, S. D., Scott , D., Roth, E. A., and Erik, A. 2004. Seeing What’s Next: Using The Theories of Innovation to Predict Industry Change. Cambridge, MA: Harvard Business School Press.
    Hill, Charles W. L. & Gareth, R. Jones. 1999. Startegic Management Theory, 6th ed., New York, NY: South-Western College Publishing.
    Grant, R. M., 1991, The Resource-Based Theory of Competitive Advantage: Implication for Strategy Formulation, California Management Review, pp.114~133.
    Long, C. & Vickers-Koch, M., 1995, Using Core Capabilities to Create Competitive Advantage, Organizational Dynamics, pp.7~20.
    O’Brien, M. T., 1993, The learning organization profile: version B. Milford, OH: O’Brien Learning System.
    Porter, M. E., 1985, Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press.　
    Prahalad, C. K. & Hamel, G. , 1990, The Core Competence of the Corporation, Harvard Business Review, May-June, pp.79~91.
    Shulman, L. E., Evans, P. & Stalk, G., 1992, Competing on Capabilities: The New Rules of Corporate Strategy, Harvard Business Review, pp.57~69.
    Simonin, B. & Helleloid, D., 1994, Organizational Learning and A Firm’s Core Competence, Competence-Based Competition, pp.213~234.
    Wernerfelt, B. , 1984, A Resource-Based View of The Firm, Strategic Management Journal, Vol.5, pp.171~180.
    http://www.fmcna.com/.
    http://www.baxter.com/.
    http://newmops.twse.com.tw/.
    http://www.enfieldmedical.com.tw/.
    描述: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    91933011
    97
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0091933011
    数据类型: thesis
    显示于类别:[國際經營管理英語碩士學程IMBA] 學位論文

    文件中的档案:

    档案 大小格式浏览次数
    index.html0KbHTML2427检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈