| dc.contributor.advisor | 巫立宇<br>張元晨 | zh_TW |
| dc.contributor.advisor | Wu, Lei-Yu<br>Chang, Yuan-Chen | en_US |
| dc.contributor.author (Authors) | 羅卓吾 | zh_TW |
| dc.contributor.author (Authors) | Lo, Cho-Wu | en_US |
| dc.creator (作者) | 羅卓吾 | zh_TW |
| dc.creator (作者) | Lo, Cho-Wu | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 2-Mar-2021 14:59:34 (UTC+8) | - |
| dc.date.available | 2-Mar-2021 14:59:34 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-Mar-2021 14:59:34 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0108363037 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/134215 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所(MBA學位學程) | zh_TW |
| dc.description (描述) | 108363037 | zh_TW |
| dc.description.abstract (摘要) | 在台灣健保總額預算實施後，高度競爭的牙醫產業使診所收入受到更大的限制，隨著經濟進步國民需求成長，牙醫診所經營也開始出現各種新樣貌。近年來除了少數缺乏醫療資源的地區外，整體而言，牙醫師人力呈穩定持續增加，但健保成長有限，面對市場競爭，擴充自費項目收入成為必然趨勢。從台灣家庭自付費中牙醫相關支出來看，牙醫產業的發展階段仍處於成長期，沒有一家獨大，強者各據一方，競爭者仍將相繼投入。本研究探討的個案診所，分別位於台北和桃園，各有不同的外部條件和診所特點。研究利用商業模式圖(BMC, Business Model Canvas)解構各牙醫診所的商業模式要素，並以策略行銷4C架構分析各牙醫診所處理四類阻礙顧客交易成本的做法，最後結合BMC與4C架構，探討診所成功經營的關鍵因素，以求進一步優化商業模式、降低顧客交易成本。本研究發現，牙醫診所確立價值主張，能直接影響目標顧客感受到獲益，同時使診所團隊服務更趨一致；發揮顧客關係與通路的優勢，將使得顧客更容易發現診所，降低顧客疑慮，建立與診所的專屬資產；人是診所經營的關鍵資源和夥伴，關鍵資源和關鍵伙伴能在推進診所提升服務品質的同時，成為診所品牌傳播的利器。而診所的關鍵活動，不僅是提供優質服務、組建優質團隊、留住優質客戶，更重要的是找到持續做出好服務的流程，持續產生好人才的制度，持續地獲得好顧客的方法。 | zh_TW |
| dc.description.abstract (摘要) | Ever since the Ministry of Health and Welfare in Taiwan implemented the total budget of the National Health Insurance, industry competitiveness has negatively affected individual dental clinics’ incomes. With economic progress and the growth of demand nationwide, dental clinics have also had to take on a new look on their operation and business module to attract more clients.Although the growth of health insurance is limited, the overall number of dentists has continuously increased at a steady pace; excluding a small number of regions with medical resource shortages. In the competitive dentistry market, dental clinics have had to expand self-pay services. Based on the record of household out-of-pocket expenditure in Taiwan, the progression stage for dental industry remains in the growing stage: no individual is able to dominate the entire market, the strong have already reserved their own sides, and new competitors will continue to join and invest.The case clinics discussed in this study are located in Taipei and Taoyuan, and each delivered dissimilar external conditions and clinic characteristics. The study utilized BMC (Business Model Canvas) to analyze the elements of each dental clinic’s business model. The study showed a dental clinic could reduce customer transaction costs by practicing the 4C framework of strategic marketing. Dental clinics deal with four types of practices that hinder transactions between customers and sellers, which are Explicit benefit unit costs, Search and information costs, Moral crisis cost, and Asset specificity costs; In order to operate dental clinics successfully, the study combined both BMC and 4C framework of strategic marketing to explore the key factors to further optimize business models.This study found when dental clinics set a clear value proposition, their customers will benefit because they know what to expect. Likewise, dental clinics that put effort into improving customer relations and channels will allow customers to more easily locate clinics, minimize customers’concerns, and establish exclusive relationships.The key resource and key partners for dental clinic are people, and these work on improving customer service and the quality of care, which in turn will lead to customers promoting the clinic`s brand. The key activities of the clinic are not only to provide high-quality services, build high-quality teams, and retain high-quality customers, but more importantly, to find a process to continuously provide good services, a system to continuously produce good talents, and a method to continuously acquire good customers. | en_US |
| dc.description.tableofcontents | 摘要 IABSTRACT II目次 IV圖目錄 VI表目錄 VII第壹章、 緒論 1第一節、 研究背景與動機 1第二節、 研究目的 4第三節、 研究流程 6第貳章、 文獻探討 7第一節、 交易成本理論(TRANSACTION COST THEORY) 7第二節、 策略行銷4C架構 9第三節、 商業模式圖(BUSINESS MODEL CANVAS) 19第四節、 醫療服務、從業人員與組織定義 23第五節、 診所的定義 26第參章、 研究方法 29第一節、 研究對象 29第二節、 研究方法 30第三節、 資料蒐集方法與工具 32第肆章、 產業與個案 33第一節、 牙醫產業研究 33第二節、 個案A診所 41第三節、 個案B診所 53第四節、 個案C診所 60第五節、 個案D診所 71第六節、 各診所BMC與4C統整 78第伍章、 結論與建議 79第一節、 研究結論 79第二節、 實務意涵 82第三節、 後續研究建議 85第四節、 研究限制 86參考文獻 87 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0108363037 | en_US |
| dc.subject (關鍵詞) | 商業模式 | zh_TW |
| dc.subject (關鍵詞) | 策略行銷4C | zh_TW |
| dc.subject (關鍵詞) | 診所 | zh_TW |
| dc.subject (關鍵詞) | 牙醫產業 | zh_TW |
| dc.subject (關鍵詞) | Business model | en_US |
| dc.subject (關鍵詞) | 4C framework of strategic marketing | en_US |
| dc.subject (關鍵詞) | Clinic | en_US |
| dc.subject (關鍵詞) | Dental industry | en_US |
| dc.title (題名) | 牙醫診所之策略行銷4C與商業模式圖分析 | zh_TW |
| dc.title (題名) | Case Analysis of Dental Clinic: From 4C Framework Aspect & Business Model Canvas | en_US |
| dc.type (資料類型) | thesis | en_US |
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| dc.identifier.doi (DOI) | 10.6814/NCCU202100206 | en_US |
