牟鍾福張少熙Chung-Fu MouShao-Hsi Chang林楷貽Kai-Yi Lin2019-09-052011-7-142019-09-052011http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN0096132106%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/107503本研究的目的在探討以醫學美容行業來發展台灣觀光醫療產業的策略模式。以藍海策略一書中的價值創新模式作為架構的基礎。本研究依文獻分析與深度訪談的研究方法，共訪談消費者、整型外科醫師、旅行業者、經濟學者和海峽兩岸的觀光醫療業者共十位，深入探討台灣觀光醫療產業發展之現況。 本研究依觀光醫療產業發展概況、營運策略因素、價值創新策略結構、策略形成的原則、以及策略聯盟的相關效益和推廣建議做為探討。透過文獻探討、資料蒐集、訪談分析提出結論。研究結果發現：一、觀光醫療為亞洲國家新興產業，醫學美容行業蔚為潮流，陸客市場商機龐大。二、台灣的風俗文化、醫療水平、服務品質是最大競爭力。三、透過政策修訂消除不便因素；提升顧客感受專業、安全且滿意的服務方式；以共管方式減少成本支出；創造與鄰國差異的文化訴求。四、定位新的市場；新的營運模式；提供更大更完整的體系；在合法運作下制定營運目標；透過心態的轉換及內控來克服障礙；以消費者為考量並回歸專業。五、策略聯盟可以異業結盟，也可同業結盟；觀光醫療帶來不僅醫療業者的商機，更挹注更多活水到相關產業；減少作業流程、加強觀光景點規劃配套以及金流制度的改善。 本研究結果提出有關觀光醫療產業、醫學美容行業或政府相關政策之參考建議：一、臺灣觀光醫療產業應先釐清本身定位，並匯集資源加以運用；二、以策略因素評估作為產業發展標準；三、建議政府調整行政作業流程，以達產業目標；四、可將醫學美容業作為觀光醫療主要項目；五、同業與異業結盟都可成為策略聯盟考量方向；六、價值創新理論若與其他相關理論交互運用，更能合乎產業的發展運作。此外，並對後續研究做出相關建議。The purpose of this research was to explore the strategy model of Taiwan medical tourism industry through the medical beauty business development. The main axis of constructing the content was based on the value-innovation model in Blue-Ocean strategy. This research adopted two main methods: content analysis and deep interviewing. It extended 10 representatives: consumers, travel-agency key members, economists, styling surgical doctors, and medical tourism entities runners between two sides of Taiwan Strait. The framework of this research embraced the description of medical tourism industry development, managerial strategic factors, strategic structure of value innovation, the principles for strategy forming, the relative effectiveness of strategic alliance and the suggestions of further promotion. The main research findings stated below： 1. Medical tourism industry was an emerging one in Asian countries, Taiwan medical beauty business is primming to the main trends, especially aimed at the customers from mainland China market. 2. The core competence of Taiwan medical beauty business showed the strength in traditional culture, high-level medical technique, and service quality supply. 3. The main strategic outputs are: eliminating negative factors through effective policy transformation, upgrading the service packages to satisfy customer’s needs, cutting down expenditure through co-management, creating the segmenting culture differences among nearby countries. 4. positioning new medical beauty markets, providing new business model, setting-up more inclusive framework and system, constructing the managing objectives through legal operating processes, overcoming the obstacles by mental mapping conversion and inner control appeals, focusing on customer-driven considerations. 5. Positive feedbacks for strategic alliance: revealing strategic alliance feasibilities, paving medical tourism business new niches to relative business, shortening the operating process, lightening the hot touring spot planning, reengeering cash-flow system. The main suggestion of research would be stated as followings: 1. Taiwan medical tourism industry should be clarified in positioning strategy in order to aggregate the integrated resources to boom; 2. It should develop the industry development criteria rooted in managerial strategic factors; 3. The government should start smart adjustment in administrative process to support the industry to goal-attainment; 4. It could be stated firmly that the medical beauty business would be leading category for medical tourism industry development; 5. It would reveal equal considerations for strategic alliance in cross-business links and business links; 6. It would be more positive for industry development that value-innovation theory could operate interchangeably with other relevant theories.醫學美容觀光醫療價值創新策略聯盟medical beautymedical tourismvalue innovationstrategic alliance