臺灣博碩士論文加值系統

台灣醫療美容在眾多國家的競爭下，要如何脫穎而出，並展現出醫療美容的特性以取得差異化的優勢。差異化是所有行業經營成功的關鍵。台灣特別在醫療美容技術的差異化方面需要有更進一步的創新及獨特性的開發。
本論文研究以Osterwalder 經營模式的九大構成要素，與質性研究方法中的半結構訪談法與受訪者進行訪談，輔以相關的醫療期刊及報導，依據事先擬定的訪談大綱進行訪談，再由經營模式的探討，試圖尋找出新的經營策略。
醫療觀光美容在全球已經發光發熱。台灣觀光旅遊源自於2008年的金融海嘯的因素下，其觀光旅遊及醫療市場出現了變化。其經營策略的模式，將以醫療美容和觀光旅遊做異業連盟。以推動醫療美容觀光的概念，整合醫美、養生、文化、購物等，與旅遊業者相互合作，共同設計創新的套裝行程，以帶動更多的觀光客，目前已經加速成長中，未來將成為經濟重要的發展之一。
一般醫療美容診所與同業合作，可利用每間診所的差異與優勢達到互補效果，並做到品牌價值及優勢。其與同業合作的優點可降低相關成本，同業合作若是能發展成功，後續與旅遊業者做異業連盟，應能台灣美容業者提升經營成本效益

How can Taiwan’s medical cosmetic treatment industry stand out against other countries competition and show the advantages of our special techniques? This is the key to a successful industry. Taiwan needs more creative and unique development in the Medical Cosmetic industry.
This essay study is based on two things; one is Osterwalder’s nine essential methods of his management business model, and the other is his Qualitative Research methods for doing an interview with an interviewee. The interview process is according to the prepared questions, relevant magazines and reports. What’s more, we can create a new business strategy by studying the business model.
Medical cosmetology tourism already glows in the world. Taiwan’s tourism industry originates from financial crisis in 2008 that factor; the tourism and medical market are appeared the change. Its management model of strategy that medical cosmetology and tourism make horizontal alliances. The concept is promoting medical cosmetology tourism, integrating aesthetic medicine, health, culture, shopping and so on. Those are cooperating with tourism industry and design innovative package tour to bring more and more tourists. Medical cosmetology tourism presently high-speed growth; it will become one of importance economic development in the future.

中文摘要 I
ABSTRACT II
目錄 IV
表目錄 VI
圖目錄 VII
第壹章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第四節 研究範圍與限制 4
第貳章 文獻探討 5
第一節 醫學美產業發展 5
第二節 醫療觀光的定義 6
第三節 經營模式 6
第四節 經營策略 12
第五節 經營績效 20
第六節 本章結論 21
第參章 研究方法 22
第一節 研究設計 22
第二節 研究對象與範圍 23
第三節 訪談大綱 23
第四章 醫療美容與旅遊業經營模式的綜合分析 25
第一節 台灣醫療美容診所經營模式 25
第二節 經營模式分析 26
第三節 醫療美容診所經營策略彙整 36
第伍章 結論與建議 41
第一節 結論 41
第二節 研究建議 43
參考文獻 45
附錄一：訪談對象 51
附錄二：訪談大綱 52
附錄三 53
附錄四 55
附錄五 57

一、中文部份
1.天地人文創(2013)，萬芳醫院皮膚科醫師陳昱璁 http://tiandiren.tw/archives/10453
2.李玉莉(2011)，台灣電信營運商採取異業聯盟與經營績效的關係，中原大學企業管理學士論文。
3.陳浩民(2005)，突破式創新與經營模式對創新導入之影響的文獻研究—兼論商業智能之前導作用。國立中央大學企業管理研究所碩士論文。
4.陳正芳(2012)，觀光醫療產業經營模式與競爭優勢關聯之探討，中原大學企業管理學系學士論文。
5.陳建宗(2013)，美容醫學之發展與現況及未來，醫療品質雜誌，第七卷第一期，頁32-34。
6.榮泰生(1997)，策略管理，華泰文化事業公司。
7.黃惠雯等譯(2003)，Crabtree, B. F. and Miller, W. L. (2003)。最新質性方法與研究。
8.吳碧桃(2012)，臺灣甲種旅行業經營策略之研究，銘傳大學觀光學院觀光事業學系碩士論文。
9.牟安妮(2009)，臺灣的新興產業 ─ 美容觀光，自立晚報。
10.顧志遠(2012)，服務業系統設計與作業管理(第三版)，台北：華泰書局。
二、英文部份
1.Afuah, Allah, and Tucci, Christopher L. (2001). Internet Business Models and Strategies: Text and Cases, The Mcgraw Hill Companies, Inc.
2.Afuah, A., (2004). Business Models: A Strategic Management Approach,N.Y.: McGraw-Hill.
3.Amit, R., and Zott, C. (2001). Value creation in e-business, Strategic Management Journal, 22(6/7), pp 493-520.
4.Ansoff, H. I. (1965), “Corporate Strategy: Analysis Approach to Business Policy for Growth and Expansion”, New York: McGraw-Hill Inc.
5.Chesbrough Henry and R. S. Rosenbloom (2002), “The Role of Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-off Companies", Industrial and Corporate Change”, Oxford June, Vol. 11, Iss. 3, P529.
6.Chandler, A. D. (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise, Cambridge, MIT Press, MA.
7.Chenhsl, J. C. and Langfield, S. (1998), " Companies:A Comparative Longitudinal Analysis. " International Journal of Technology Management, Vol. 15(6/7), pp. 761-780.
8.Dubosson-Torbay, M.,A. Osterwalder and Y. Pigneur. (2002), "E-Business Model Design, Classification, and Measurements." Thunderbird International Business Review, Vol. 44(1), pp.5-23.
9.Garcia-Altes, A. (2004). The Development of Health Tourism Services. Annual of Travel Research, Vol. 32(1), pp. 262-256.
10.Govindarajan, V. (1998), A Contingency Approach to Strategy Implementation at the Business-Unit Level: Integrating Administrative Mechanisms with Strategy. Academy of Management Journal, Vol. 31(4), pp. 829-853.
11.Govindarajan, V., and J. Fisher (1990), “ Strategy, Control Systems, and Resource Sharing:Effects on Business-Unit Performance.” Academy of Management Journal, Vol. 33, pp. 259-285.
12.Hamel, G (2000). Leading the Revolution. Harvard Business School Press, pp. 61-113.
13.Chesbrough Henry (2007). Why companies should have open business models. MIT
Sloan Management review, Vol. 48(2), pp. 22-28.
14.Hofer, C. W. and Schendel, D. E. (1978), “Strategy Formulation Analytic Concepts”, St. Paul: West Publishing Co., pp2.
15.Jauch, L. R, and Glueck. W. F. (1989). Strategy Management and Business policy. McGraw-Hill Book Company.
16.Johnson, M. W., C. M. Christensen et al., (2008), “ Reinventing Your Business model”, Harvard Business Review, Vol. 86(12), pp. 50-59.
17.K. Andrews (1965). Business Policy: Text and Cases.
18.Linder, J. C., and Cantrell, S., (2000), “Changing Business models: Surveying the Landscape”. Institute for Strategic Change, Accenture, May 24, 2000.
19.Lorenzoni, G., and Lipparini, A., (1999). The leveraging of inter firm relationships as a distinctive organizational capability: a longitudinal study. Strategic Management Journal, Vol. 20 (4), pp. 317-337.
20.Lynch, R. P., (1989), “The Practical Guide to Joint Ventures and Corporate Alliances,” John Wiley and Sons, New York, pp. 7-8.
21.Morris, M., Schindehutte, M., and Allen, J. (2005). The entrepreneur’s business model: toward a unified perspective. Journal of Business Research, Vol. 58(6), pp. 726-735.
22.Miles, Raymond E. and Snow, Charles C. M., (1978). Organization Strategies, Structure and Process. N.Y.: McGraw-Hill, Inc.
23.Murry, E. A., JR. and Mahon, J. F. (1993). Strategic Alliances: Gateway to the New Europe? Long Range Planning, Vol. 26 (4), pp. 102-111.
24.Mishler, E. G. (1986). Research interviewing: Context and Narrative. Cambridge, MA: Harvard University Press.
25.Osterwalder, A., Pigneur, Y., and Tucci, C.L. (2005), "Clarifying Business Models: Origins, Present, and Future of the Concept." Communication of the Association for Information System, Vol. 16(1) pp. 1-25.
26.Porter, M. (1980), “Competitive Strategy”: Techniques for analyzing industries and competitors, New York, NY: Free Press.
27.Porter, M. E. (1985), “Competitive Advantage”, New York, N.Y. Free Press.
28.Powell, W. (1987), “Hybrid organizational arrangement: New Form or Transitional Development?”, California Management Review, Vol.30(1) pp. 67-87.
29.Quinn, R. E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass.
30.Richardson, G., (1972). The organization of industry. Economy Journal, pp. 883-896.
31.Rubin, H. J. and Rubin, I.S. (1995). Qualitative interviewing: The Art Hearing Date. Newbuy Park, CA: Sage.
32.Tikkanen, H., Lamberg, J. A., Parvinen, P., and Kallunki, J. P. (2005), "Managerial cognition, action and the business model of the firm, " Management Decision, Vol. 43(6), pp. 789-809.
33.Teece D. J. (1986). Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy, Research Policy, Vol. 15(6), pp. 285-306.
34.Thorelli, H. B. (1986). Networks: between markets and hierarchies. Strategic Management Journal, Vol. 7 (1), pp. 37-51.
35.Thomas, A. B. (1988). Does leadership make a difference to organizational performance? Administrative Science Quarterly, Vol. 33(3), pp. 388-400.
36.Viscio, A. and Paternack, B. (1996), “Toward a New Business Model,” Strategy and Business, 20 (2).
37.Venkatraman, N. and Ramanujam, V. (1986),” Measurement of Business Performance in Strategy Research: A Comparison of Approaches.“ Academy of Management Review, Vol 11(4), pp. 801-814.
38.Weill, P. and Vitale, M. R. (2001). Place to Space: Migrating to E-business Models, Mass: Harvard Business School Press, Boston.
39.Willemstein, L., Valk, T. V. D., and Meeus, M. T. H. (2006). Dynamics in business models: An empirical analysis of medical biotechnology firms in the Netherlands. Technovation, 27(4), 221-232.
40.Yoshino, M. Y. and Rangan, U. S., (1995). Strategic Alliances: An Entrepreneurial Approach to Globalization. Harvard Business School Press.
41.Zimmer and Scarborough (1996), “Entrepreneurship and New Venture Formation”, ,Prentice Hall, N Inc.P.164 Fig 7-2.
三、網站資料
1.大紀元網站：http://www.epochtimes.com/b5/
2.中華民國交通部觀光局網站：http://admin.taiwan.net.tw/
3.中華徵信所網站：http://www.credit.com.tw/
4.中華民國人壽保險管理學M會網站：http://www.limi.org.tw/
5.今日新聞：http://www.nownews.com/n/2014/06/09/1269381
6.台灣WiKi網站：http://twwiki.com
7.科技產業資訊室網站http://cdnet.stpi.org.tw/techroom/analysis/2008/pat_08_A005.htm
8.曼齡美學診所網站：http://www.maling.com.tw/
9.經理人電子報網站：http://paper.udn.com/
11.維基百科：http://zh.wikipedia.org/wiki
12.聯合新聞網健康醫藥網站：http://udn.com/NEWS/HEALTH/HEA1/8747604.shtml
13.CHAO ：https://chaoglobal.wordpress.com/2014/09/17/taiwan-medical-tech/
14.MBA智庫百科：http://wiki.mbalib.com/zh-tw/