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題名 醫療器材代理商產品選擇策略之研究–以C公司為例
Research on the strategy of Products Portfolio Selection for Medical Equipment Agent – Taking C Company as an Example作者 洪禎改
Hung, Jen-Kai貢獻者 詹文男
Chan, Wen-Nan
洪禎改
Hung, Jen-Kai關鍵詞 醫療器材
原廠
代理商
去中間化
產品組合
Medical Device
Original Manufacturer
Agents
Disintermediation
Product Portfolio日期 2020 上傳時間 1-Jul-2020 13:45:28 (UTC+8) 摘要 醫療器材產業是整合型的學科，國家產業創新能力不夠或市場規模不夠大的地區，很難發展高端醫療器材產業，全球高端醫療器材的研發與生產，由美國、歐洲、日本等國所主導，其他國家對高端醫療器材產品的需求，主要靠進口來滿足需求。醫療器材研發製造廠商進入新市場時，初期會與當地代理商合作，當市場達到經濟規模後，原廠將跨足進入當地市場，原廠想直接銷售給醫療機構，醫療機構想直接從原廠購買，當醫療器材代理商的上下游在共同利益結合下，代理商就面臨「去中間化」的危機，這是代理商常見不利的問題。中國醫療產業市場實施的「兩票制」，更是用政府監管部門直接介入「去中間化」的手段。醫療器材代理商似乎在打一場打不贏的仗。本研究的課題主要是藉由個案研究法，分析個案公司自1986年成立至2019年期間與原廠合作的代理過程、產品組合模式等，對個案公司做深入研究，藉由總體環境分析理論、產業競爭分析理論、顧客需求理論分析、企業SWOT優劣分析理論、產品組合理論等方面，對個案在選擇合作原廠與產品組合策略上的研究與分析，希望找到代理商對選擇原廠與選擇產品組合的最佳策略。研究結果指出: 婚姻雙方講究門當戶對，在代理商業模式下，選擇合作原廠上，也要考慮雙方資源與企業規模的適配性，醫療器材代理商應該考慮選擇與企業規模相當的原廠合作。在產品選擇上，適當的產品組合，做好市場差異化，可產生代理制衡的綜效。在顧客經營上，衍伸領域內採購需求，可產生顧客綜效，讓顧客專屬陷入。利用以上三個構面的選擇，找出對代理商最有利的代理原廠與產品組合的選擇方案。
Medical devices industry is an integrated discipline. It is difficult to develop the high-end medical device in an area where the country’s industrial innovation is not good enough or the market size is not large enough. Global high-end medical devices are dominated by the United States, Europe, and Japan those developed countries. The demand for high-end medical devices in other countries mainly depends on import.When medical device manufacturers enter new markets, they initially adopt the business model of agents. Once the market has reached economic scale, the original manufacturer may step into the local market. The original manufacturer hopes to sell products directly to hospitals, and hospital wants to directly purchase from the original manufacturer. When the suppliers and buyers of medical device has a common interest, the agent will face the crisis of "Disintermediation", which is a common problem for agents. "Two-invoice policy" implemented in China medical field is a means of direct intervention by government in "Disintermediation". Medical device agents seem to be fighting an unwinnable battle.The subject of this research is mainly to analyze the company C from its establishment of 1986 to 2019 about its agent process and product portfolio. Through the case study by overall environmental analysis theory, industrial competition analysis theory, customer demand theory, enterprise SWOT advantages and dis-advantages analysis theory, product portfolio theory… etc., to research and analyze the case on the selection of cooperative original manufacturer and product portfolio strategy. I hope to find the best strategy for medical device agent to select the original manufacturer and product portfolio.The results of the study pointed out: Marriage parties should be in fair conditions. Under the agency business model, the selection of the original manufacturer for cooperation should consider the adaptability of the two parties` resources to the scale of the enterprise. In terms of product selection, proper product portfolio and market differentiation can create a comprehensive effect in agent’s checks and balances. In terms of customer management, customer exclusiveness to develop demand in the field can generate customer synergy. Use the selection of the above three facets to find out the most favorable original manufacturer and product portfolio for agents.參考文獻 一、中文部分1.王冠東(2003)，國際醫療器材廠商在台行銷通路決策之研究，未出版碩士論文，淡江大學，台北。2.司徒達賢(2011)，策略管理新論-觀念架構與分析方法，智勝出版社，台北。3.邱志聖(2018)，策略行銷分析:架構與實務應用(第四版)，智勝出版社，台北。4.吳建穎(2003)，製造商權力對通路合作與衝突影響之研究--以進口醫療器材業為例，未出版碩士論文，銘傳大學，台北。5.食品藥物管理署(2004)，醫療器材管理辦法，衛生福利部食品藥物管理署。6.食品藥物管理署(2020)，醫療器材管理法，衛生福利部食品藥物管理署。7.郭大維(2019)，全球眼科醫材市場概況分析(2019.6)，工研院產科國際所，新竹。8.陳玉美(2006)，國內醫療器材進口代理商選擇產品決策過程之研究，未出版碩士論文，淡江大學，台北。9.陳柏憲(2010)，顧客關係、品牌知名度、企業形象、服務品質、顧客滿意度與顧客忠誠度間關係之研究，未出版碩士論文。10.衛生福利部(2004)，醫療法，衛生福利部。11.衛生福利部(2004)，藥事法，衛生福利部。二、英文部分1.Anderson, E. W. & M. W. Sullivan (1993), “ The Antecedents and Consequences of Customer Satisfaction for Firms,” Marketing Science, Vol. 12, No. 2, pp. 125-143.2.Bogdan, R. C., & Biklen, S. K. (2006). Qualitative Research in Education: An Introduction to Theory and Methods: United States Edition.3.Cardozo, R.N., “An Experimental Study of Customer Effect, Expectation and Satisfaction, “Journal of Marketing Research, Vol.2, 1965, pp.244-249.4.Coase, R. H.（1937）, “The Nature of the Firm.” Economica, Vol.4, pp.386-405.5.Eisenhardt, K.M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550.6.Engel, J.F., r.d. Blackwell, and P.W. Miniard (2000), Consumer Behavior , 8th ed., Rinehart and Winston, NEW YORK.7.Griffin, G., 2002, “Image: It’s all in the Mind (That’s Why It Drives Sales),” Instant and Small Commercial Printer, 21(8), 12-15.8.Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360.9.Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.10.Mason, J. (2002). Qualitative researching(2nd ed.) London: Sage.11.Myers, M. D. (2013). Qualitative research in business and management, Sage.12.Park, C. Whan, Bernard J. Jaworski, and Deborah J. MacInnis (1986). Strategic Brand Concept-Image Management.Journal of Marketing, 50. 135-14513.Philip Kotler, Swee Hoon Ang, Siew Meng Leong & Tan Chin Tiong (1996) Marketing Management: An Asia Perspective, Prentice Hall14.Porter, M. E (1990).The Competitive Advantage of Nations. Free Press. New York15.Porter, M. E (1980) , Competitive Strategy, Free Press, New York.16.Robertson, T. S., & Gatignon, H., 1986, Competitive effects on technology diffusion, Journal of Marketing, 20(3), 1-12.17.Sauerhaft, S., Atkins, C. (1989) "Image Wars`, John Wiley & Sons, New York.18.Smith, J. K. (1983). Quantitative versus Qualitative Research: An Attempt to Clarify the Issue. Educational Researcher, 12(3), 6-13.19.The Wall Street Journal (2014) Where (in the Human Body) Venture Capital Is Going Eyes and Ears Draw Biggest Increases in Investments，New York20.Van Maanen, J. (1979). Reclaiming Qualitative Methods for Organizational Research. Administrative Science Quarterly, 24, 520-526.21.Williamson, O. E. (1975), “Markets and Hierarchies: Analysis and Antitrust Implications” New York: Free Press.22.Yin, R. K. (2003). Case study research: Design and methods, 3rd edn. Applied Social Research Methods Series, vol. 5: Sage Publications, Thousand Oaks.23.Yin, R. K. (2009). Case Study Research: Design and Methods(4th ed.) Thousand Oaks: SAGE. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932162資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107932162 資料類型 thesis dc.contributor.advisor 詹文男 zh_TW dc.contributor.advisor Chan, Wen-Nan en_US dc.contributor.author (Authors) 洪禎改 zh_TW dc.contributor.author (Authors) Hung, Jen-Kai en_US dc.creator (作者) 洪禎改 zh_TW dc.creator (作者) Hung, Jen-Kai en_US dc.date (日期) 2020 en_US dc.date.accessioned 1-Jul-2020 13:45:28 (UTC+8) - dc.date.available 1-Jul-2020 13:45:28 (UTC+8) - dc.date.issued (上傳時間) 1-Jul-2020 13:45:28 (UTC+8) - dc.identifier (Other Identifiers) G0107932162 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130565 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 107932162 zh_TW dc.description.abstract (摘要) 醫療器材產業是整合型的學科，國家產業創新能力不夠或市場規模不夠大的地區，很難發展高端醫療器材產業，全球高端醫療器材的研發與生產，由美國、歐洲、日本等國所主導，其他國家對高端醫療器材產品的需求，主要靠進口來滿足需求。醫療器材研發製造廠商進入新市場時，初期會與當地代理商合作，當市場達到經濟規模後，原廠將跨足進入當地市場，原廠想直接銷售給醫療機構，醫療機構想直接從原廠購買，當醫療器材代理商的上下游在共同利益結合下，代理商就面臨「去中間化」的危機，這是代理商常見不利的問題。中國醫療產業市場實施的「兩票制」，更是用政府監管部門直接介入「去中間化」的手段。醫療器材代理商似乎在打一場打不贏的仗。本研究的課題主要是藉由個案研究法，分析個案公司自1986年成立至2019年期間與原廠合作的代理過程、產品組合模式等，對個案公司做深入研究，藉由總體環境分析理論、產業競爭分析理論、顧客需求理論分析、企業SWOT優劣分析理論、產品組合理論等方面，對個案在選擇合作原廠與產品組合策略上的研究與分析，希望找到代理商對選擇原廠與選擇產品組合的最佳策略。研究結果指出: 婚姻雙方講究門當戶對，在代理商業模式下，選擇合作原廠上，也要考慮雙方資源與企業規模的適配性，醫療器材代理商應該考慮選擇與企業規模相當的原廠合作。在產品選擇上，適當的產品組合，做好市場差異化，可產生代理制衡的綜效。在顧客經營上，衍伸領域內採購需求，可產生顧客綜效，讓顧客專屬陷入。利用以上三個構面的選擇，找出對代理商最有利的代理原廠與產品組合的選擇方案。 zh_TW dc.description.abstract (摘要) Medical devices industry is an integrated discipline. It is difficult to develop the high-end medical device in an area where the country’s industrial innovation is not good enough or the market size is not large enough. Global high-end medical devices are dominated by the United States, Europe, and Japan those developed countries. The demand for high-end medical devices in other countries mainly depends on import.When medical device manufacturers enter new markets, they initially adopt the business model of agents. Once the market has reached economic scale, the original manufacturer may step into the local market. The original manufacturer hopes to sell products directly to hospitals, and hospital wants to directly purchase from the original manufacturer. When the suppliers and buyers of medical device has a common interest, the agent will face the crisis of "Disintermediation", which is a common problem for agents. "Two-invoice policy" implemented in China medical field is a means of direct intervention by government in "Disintermediation". Medical device agents seem to be fighting an unwinnable battle.The subject of this research is mainly to analyze the company C from its establishment of 1986 to 2019 about its agent process and product portfolio. Through the case study by overall environmental analysis theory, industrial competition analysis theory, customer demand theory, enterprise SWOT advantages and dis-advantages analysis theory, product portfolio theory… etc., to research and analyze the case on the selection of cooperative original manufacturer and product portfolio strategy. I hope to find the best strategy for medical device agent to select the original manufacturer and product portfolio.The results of the study pointed out: Marriage parties should be in fair conditions. Under the agency business model, the selection of the original manufacturer for cooperation should consider the adaptability of the two parties` resources to the scale of the enterprise. In terms of product selection, proper product portfolio and market differentiation can create a comprehensive effect in agent’s checks and balances. In terms of customer management, customer exclusiveness to develop demand in the field can generate customer synergy. Use the selection of the above three facets to find out the most favorable original manufacturer and product portfolio for agents. en_US dc.description.tableofcontents 第一章 緒論 ...................................... 1第一節 研究背景與動機 ........................... 1第二節 研究目的與問題............................ 3第三節 名詞釋義................................. 5第四節 研究範圍................................. 7第五節 論文章節結構與研究流程 ................... 9第二章 文獻探討 .................................. 11第一節 醫療器材產業............................. 11第二節 總體環境分析理論......................... 14第三節 產業競爭分析理論......................... 16第四節 顧客需求理論............................. 19第五節 SWOT優劣勢分析理論....................... 22第六節 產品組合理論............................. 22第三章 研究方法 .................................. 25第一節 研究架構................................. 25第二節 研究構念................................. 26第三節 研究設計................................. 26第四節 研究工具................................. 29第五節 研究對象................................. 30第六節 資料蒐集................................. 31第四章 研究結果 .................................. 32第一節 個案簡介................................. 32第二節 研究發現與討論............................ 45第五章 結論與建議................................. 72第一節 結論..................................... 72第二節 建議..................................... 77第三節 研究限制................................. 80參考文獻 ......................................... 82附錄.............................................. 82附錄一：訪談題綱................................. 84附錄二：訪談逐字稿............................... 85圖次圖 1-1 研究流程圖.................................. 10圖 2-1 波特五力分析................................ 17圖 3-1 研究架構圖.................................. 25圖 4-1 全球各類別眼科醫材市場....................... 33圖 4-2 台灣眼科醫療器材進口成長圖................... 34圖 4-3 C公司代理之原廠規模比率圖.................... 43圖 4-4 C公司中國大陸銷售服務辦事處分布圖............ 44圖 4-5 C公司邀請國際知名專家學術演講................ 55圖 4-6 C公司為主體展出30多家代理之原廠產品.......... 57圖 4-7 C公司員工服務年資表......................... 58圖4-8對比公司議價能力與代理威脅座標圖............... 68表次表 3-1 研究架構構念(Construct)意涵 ................ 26表 3-2 定性研究考量表.............................. 28表 3-3 訪談問題題綱................................ 29表 3-4 訪談對象選擇................................ 30表 3-5 本研究訪談對象一覽表........................ 31表 4-1 C公司成立初期代理之原廠與產品................ 35表 4-2 C公司初期代理之原廠企業規模與產品單價......... 37表 4-3 C公司初期代理廠牌規模分類表.................. 40表 4-4 眼科次專科產品組合一覽表..................... 41表 4-5 個案C公司代理廠牌一覽表...................... 41表 4-6 國外併購致代理權更換一覽表................... 48表 4-7 C公司企業競爭力SWOT分析表.................... 59表 4-8 國外併購代理未更換甚有增加產品................ 60表 4-9 眼科醫療器材產品一覽表....................... 61表 4-10 C公司競業產品代理一覽表..................... 62表 4-11 三家企業不同選擇策略之結果比較表............. 66表 4-12 三家企業在代理原廠規模與產品組合矩陣表....... 67表 4-13 本研究訪談紀錄一覽表........................ 69表 4-14 訪談結果重點摘要............................ 70表 附-1 訪談問題題綱................................ 84表 附-2 本研究訪談對象一覽表......................... 85 zh_TW dc.format.extent 2321212 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107932162 en_US dc.subject (關鍵詞) 醫療器材 zh_TW dc.subject (關鍵詞) 原廠 zh_TW dc.subject (關鍵詞) 代理商 zh_TW dc.subject (關鍵詞) 去中間化 zh_TW dc.subject (關鍵詞) 產品組合 zh_TW dc.subject (關鍵詞) Medical Device en_US dc.subject (關鍵詞) Original Manufacturer en_US dc.subject (關鍵詞) Agents en_US dc.subject (關鍵詞) Disintermediation en_US dc.subject (關鍵詞) Product Portfolio en_US dc.title (題名) 醫療器材代理商產品選擇策略之研究–以C公司為例 zh_TW dc.title (題名) Research on the strategy of Products Portfolio Selection for Medical Equipment Agent – Taking C Company as an Example en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分1.王冠東(2003)，國際醫療器材廠商在台行銷通路決策之研究，未出版碩士論文，淡江大學，台北。2.司徒達賢(2011)，策略管理新論-觀念架構與分析方法，智勝出版社，台北。3.邱志聖(2018)，策略行銷分析:架構與實務應用(第四版)，智勝出版社，台北。4.吳建穎(2003)，製造商權力對通路合作與衝突影響之研究--以進口醫療器材業為例，未出版碩士論文，銘傳大學，台北。5.食品藥物管理署(2004)，醫療器材管理辦法，衛生福利部食品藥物管理署。6.食品藥物管理署(2020)，醫療器材管理法，衛生福利部食品藥物管理署。7.郭大維(2019)，全球眼科醫材市場概況分析(2019.6)，工研院產科國際所，新竹。8.陳玉美(2006)，國內醫療器材進口代理商選擇產品決策過程之研究，未出版碩士論文，淡江大學，台北。9.陳柏憲(2010)，顧客關係、品牌知名度、企業形象、服務品質、顧客滿意度與顧客忠誠度間關係之研究，未出版碩士論文。10.衛生福利部(2004)，醫療法，衛生福利部。11.衛生福利部(2004)，藥事法，衛生福利部。二、英文部分1.Anderson, E. W. & M. W. Sullivan (1993), “ The Antecedents and Consequences of Customer Satisfaction for Firms,” Marketing Science, Vol. 12, No. 2, pp. 125-143.2.Bogdan, R. C., & Biklen, S. K. (2006). Qualitative Research in Education: An Introduction to Theory and Methods: United States Edition.3.Cardozo, R.N., “An Experimental Study of Customer Effect, Expectation and Satisfaction, “Journal of Marketing Research, Vol.2, 1965, pp.244-249.4.Coase, R. H.（1937）, “The Nature of the Firm.” Economica, Vol.4, pp.386-405.5.Eisenhardt, K.M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550.6.Engel, J.F., r.d. Blackwell, and P.W. Miniard (2000), Consumer Behavior , 8th ed., Rinehart and Winston, NEW YORK.7.Griffin, G., 2002, “Image: It’s all in the Mind (That’s Why It Drives Sales),” Instant and Small Commercial Printer, 21(8), 12-15.8.Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360.9.Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.10.Mason, J. (2002). Qualitative researching(2nd ed.) London: Sage.11.Myers, M. D. (2013). Qualitative research in business and management, Sage.12.Park, C. Whan, Bernard J. Jaworski, and Deborah J. MacInnis (1986). Strategic Brand Concept-Image Management.Journal of Marketing, 50. 135-14513.Philip Kotler, Swee Hoon Ang, Siew Meng Leong & Tan Chin Tiong (1996) Marketing Management: An Asia Perspective, Prentice Hall14.Porter, M. E (1990).The Competitive Advantage of Nations. Free Press. New York15.Porter, M. E (1980) , Competitive Strategy, Free Press, New York.16.Robertson, T. S., & Gatignon, H., 1986, Competitive effects on technology diffusion, Journal of Marketing, 20(3), 1-12.17.Sauerhaft, S., Atkins, C. (1989) "Image Wars`, John Wiley & Sons, New York.18.Smith, J. K. (1983). 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