臺灣博碩士論文加值系統

台灣醫美產業在近幾年開始蓬勃發展，年產值在2011年約800億元，甚至有業者大膽喊出：美容市場有多大，醫美市場就有多大之言論。可想而知，醫美市場之商機與潛力有多麼龐大，紛紛吸引許多醫師與非醫師之投資客、集團相互合作投入醫美市場，為的即是快速卡位，在市場佔有一席地位。台灣醫美產業進入成熟發展階段，早已成為紅海市場，醫美業者如何洞燭先機，發展自己的獨特商模，以和其他競爭者產生差異，吸引更多的消費族群上門，將是獲勝關鍵。
醫美診所發展快速，但規模普遍不大，且在資源有限的情況下，面臨市場劇烈競爭。醫美診所如何有效回應，以創造出符合獨特利基的商業經營模式，是本研究亟欲探討的主軸。本研究採用質性研究法，調查三家醫美診所的經營實務。透過人員訪談、駐點特定診所了解醫美工作實務、佐以次級資料的收集，本研究由產品、資源、商業模式三個構面，探討醫美診所的經營模式。
本研究發現，由傳統以醫療為主的診所經營，轉向以服務導向為主的醫美商模，醫美診所必須巧妙借助外部資源，建構創新醫美服務。由開放創新的理論視角，本研究提出三種外部資源的串接模式，包括互補性資源、互利性資源、以及互賴性資源；並發展出集團會員制、名醫品牌、以及專業分科經營等三種模式。

The burgeoning of aesthetic medicine industry in Taiwan has attracted more than 10 thousand doctors to get involved and creates more than 80 billion revenues in 2011. However, there are different kinds of investors interested in this industry. This research identifies three unique business models based on different resources endowments. By being one of the members of beauty life group, the company can leverage cosmetic, travel, prevent medicine and health food etc. identified as complementary resource. Another business model is enlarging the “star doctor” and cooperating with facial mask or other cosmeceutical or cosmetic companies to create synergy. This research identifies it as mutual beneficial resources. Finally, there is a value-chain model, which collaborating with different aesthetic professionals to come up with interdependence resources. This research contributes to the open innovation by finding the resource recombination or brokering possibilities for business model innovation.

目錄
致謝詞 I
摘要 II
ABSTRACT III
壹. 緒論 1
1.1. 研究動機 1
1.2. 研究目的 7
貳. 文獻回顧 9
2.1. 商業模式創新 9
2.2. 開放商業模式創新 12
2.3. 理論缺口 15
參. 研究方法 17
3.1. 方法論 17
3.2. 案例選擇原則 18
3.3. 資料收集與人員訪談 19
3.4. 資料分析 23
肆. 研究發現 26
4.1 《M醫美診所》：集團式經營 26
4.1.1 個案背景 26
4.1.2 產品與服務：提供多類別服務 29
4.1.3 資源：導入「互補性資源」，諮詢師與集團資源 32
4.1.4 商業模式：透過會員制度，創造穩定收入 39
4.2《T整形外科》：名醫品牌經營 45
4.2.1 個案背景 45
4.2.2 產品與服務：提供高品質、高服務、高享受的三高服務 47
4.2.3 資源：導入「互利性資源」，面膜與精油的跨域整合 52
4.2.4 商業模式：轉化服務流程，主打貴婦團與客製化 58
4.3《S醫美診所》：專科供應鏈 67
4.3.1 個案背景 67
4.3.2 產品與服務：透過店頭將醫療服務進行專業區分 70
4.3.3 資源：導入「互賴性資源」，培育專科明星與部落客 74
4.3.4 商業模式：多品牌經營，建構醫美供應鏈 81
伍. 討論 91
5.1. 理論意涵 91
5.2. 實務意涵 94
5.3. 研究限制與未來方向 100
陸. 結論 102
參考文獻 104
一、中文文獻 104
二、英文文獻 104

中文文獻
王今暐，2010，「發展契機或健康隱憂？從後進發展觀點看台灣的醫學美容產業」，國立成功大學公共衛生研究所碩士論文。
張惠雯，2008，「泛專科化？美容醫學醫師的興起與再專業化」，國立成功大學公共衛生研究所碩士論文。
曹賜斌，2007，「整形外科界經營醫學美容創新策略與創新模式之研究」，國立中山大學高階經營碩士班碩士論文。

二、英文文獻
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