臺灣博碩士論文加值系統

經營模式是決定公司營運績效的關鍵要素之一。經營模式被很廣泛地運用但是在學術文獻中的定義卻是很模糊的，並且對於經營模式的演化或改變，無太多著墨。在實務界中，因為定義的不明確，造成許多管理者無法精確地定義及設計他們自己的經營模式。
本研究重點在於探討醫療服務產業之經營模式演化。因此第一步，利用次級資料分析，了解學者對經營模式所提出的概念，並將資料加以彙整，建構出一個完整的經營模式架構，以作為後續分析經營模式演進的思考方向。接著，本研究透過與三家醫療服務產業公司的深度質性訪談，並以前述之架構說明三家個案公司的經營模式要素之間的互動，知識管理流程的設計，和成長策略與經營模式調整的關係。
本研究透過這三個案訪談發現，處在不同成長階段時，公司所注重的經營模式要素將會不同，而當經營模式面臨改變時，經營模式要素之間的一致性是關鍵的檢視點。本研究對於經營模式理論所提出的分析架構，將有助於學術界進一步探討經營模式的演化，並對實務界提供三個具體、有效且處於不同發展階段的經營模式分析案例。

Business model has been viewed as an important element to determine the performance of a company. Business model has been used extensively but its definition is not clear in academics. In addition, the evolution of the business model is not well studied. Because of the ambiguous definition, managers cannot precisely define and design their own business model in practical world.
This study focuses on the evolution of the business model, specifically in Healthcare Industry. First, from secondary data, we collect the concepts of the business model from the past research, organize them, and establish a complete framework of the business model. Next, we conduct qualitative interviews with three healthcare companies. Through interviews, we are able to explain the primary elements in a business model by the framework we proposed, the knowledge management process, and the relationships between growth strategy and business models.
Through the 3 cases, this study finds that companies will focus on different elements of their business models when they are in different stages. When encountering the change of the business model, companies should emphasize the consistence among elements in their business models. The framework proposed by this study can advance the academic research on the evolution of the business model. In addition, this study provides three effective business models for companies in different growth stages.

Title Page i
Letter of Approval ii
Letter of Authority iii
Abstract in Chinese iv
Abstract in English v
Acknowledgements vi
Table of Contents vii
List of Tables ix
List of Figures x
Chapter 1 Introduction 1
1.1 Research Background and Motivation 1
1.2 Contributions 4
Chapter 2 Literature Review 5
2.1 Review of the Term Business Model 5
2.2 Definition of Business Model 7
2.3 Components of a Business Model 9
2.3.1 Product and Service 9
2.3.2 Value Proposition 11
2.3.3 Market Segment 13
2.3.4 Resources 14
2.3.5 Value Chain 16
2.3.6 Value Network 18
2.3.7 Core Strategy 20
2.3.8 Profit Formula 22
2.4 Relationship of Business Model Components 25
Chapter 3 Research Methodology 27
3.1 Selection of Research Methodology 27
3.2 Data Selection 28
3.3 Case Descriptions 29
3.3.1 MedClub 29
3.3.2 Dr. Wells 29
3.3.3 Fresenius Medical Care 30
3.4 Data Collection 31
3.5 Case Coding 33
3.6 Case Analysis Method 35
3.7 Triangulation 36
Chapter 4 Results 37
4.1 Analysis of Business Models 37
4.1.1 Business Model of MedClub 37
4.1.2 Business Model of Dr. Wells 47
4.1.3 Business model of FMC 54
4.2 Knowledge Management Process 59
4.2.1 The Knowledge Management Process of MedClub 63
4.2.2 The Knowledge Management Process of Dr. Wells 66
4.2.3 The Knowledge Management Process of FMC 68
4.3 Growth Strategy 70
4.3.1 The Growth Strategy of MedClub 72
4.3.2 The Growth Strategy of Dr. Wells 74
4.3.3 The Growth Strategy of FMC 76
4.4 Summary of the Results 78
Chapter 5 Conclusion and Future Research 81
5.1 Conclusion 81
5.2 Limitations and Future Research 83
Reference 85

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