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題名 醫療生態圈建構與價值創造個案分析
A Case Study on the Constructions and Value Creations of Business Ecosystem
作者 蘇筠晴
Su, Yun-Ching
貢獻者 邱奕嘉
蘇筠晴
Su, Yun-Ching
關鍵詞 生態圈建構
價值創造
領導力
動態能力
Ecosystem construction
Value Creation
Leadership
Dynamic capabilities
日期 2023
上傳時間 2-Aug-2023 13:29:49 (UTC+8)
摘要 生態圈的建立風險極高又極度燒錢，雖然一旦成功運轉就得以快速擴張，但前 期需大量投資吸引合作夥伴及用戶加入來驅動強大的網路效應。根據 BCG 調查，多 數嘗試生態圈的企業，從長遠來看僅 15%能永續經營，陣亡率高達 85%，由此可知 透過建立生態圈創造價值確實不容易
因此，本研究以單一個案探討的形式，選定中國平安集團旗下「平安好醫生」 作為個案公司，探討為成功建構一醫療生態圈，應如何透過改變價值要素來顛覆既 有生態圈的價值結構，進而為生態圈的參與者創造超額價值(excess value)，使其願 意採用並投入資源於平安的醫療生態圈;同時，本研究亦探討平安好醫生身為生態 圈的領導廠商，其如何發揮領導力，運用動態能力促進醫療生態圈的形成與長期運 營。依據研究結果，提出以下結論:
1. 在供不應求的產業環境下，生態圈廠商將率先:(1)重新配置供給面相關的連 結(Link)與定位(Position);(2)優先從供給面價值要素切入顛覆生態圈，創造超 額價值，吸引更多供給面參與者加入。
2. 在消費者高度重視服務品質的產業環境下，生態圈廠商領導策略將率先:(1) 投入供給面的重大投資並(2)與供給面參與者建立正式合作，促使供給面參與 者追隨、投入生態圈，並(3)建立供給面的管理制度與問題解決機制管控服務 品質，有助於提升消費者的信任與採用意願，領導生態圈形成。
Establishing an ecosystem carries high risks and requires significant investment to attract partners and users in order to drive a strong positive network effect. Although successful ecosystems can rapidly expand once operational, most companies attempting to build ecosystems, according to a BCG survey, the majority of businesses attempting to create an ecosystem have only a 15% success rate in the long term, with a high failure rate of 85%. Hence, creating value through ecosystem building is undoubtedly challenging.
Therefore, this study adopts a single case study approach, selecting Ping An Good Doctor, a subsidiary of Ping An Group in China, as the case company to explore how to disrupt the existing structure of the ecosystem by changing its elements, in order to successfully construct a healthcare ecosystem and create excess value for its participants to encourage them to adopt and invest resources in the Ping An healthcare ecosystem. Furthermore, this study investigates how Ping An Good Doctor, as a leading firm in the ecosystem, can demonstrate its leadership and use dynamic capabilities to promote the formation and long-term operation of the healthcare ecosystem. Based on the research findings, the following conclusions are drawn:
1. In an industry where supply falls short of demand, ecosystem firms will take the lead in: (1) reconfiguring supply-related links and positioning; (2) prioritizing supply-side value elements to disrupt the ecosystem and create excess value, attracting more supply-side participants to join.
2. In an industry where consumers highly value service quality, ecosystem firms` leadership strategy will prioritize: (1) significant investment in the supply-side; (2) establishing formal collaborations with supply-side participants to encourage them to follow and invest in the ecosystem; (3) setting up supply-side management systems and problem- solving mechanisms to control service quality, which can enhance consumers` trust and adoption willingness and lead to ecosystem formation.
參考文獻 Adner. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1), 39–58.
Adner. (2021). Winning the right game : how to disrupt, defend, and deliver in a changing world / Ron Adner. The MIT Press.
Moore. (1993). Predators and prey: a new ecology of competition. Harvard Business Review, 71(3), 75–75.
Iansiti, & Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68–126.
Jacobides. (2022). How to Compete When Industries Digitize and Collide: An Ecosystem Development Framework. California Management Review, 64(3), 99–123.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy and how to make them work for you. New york: WW Norton & Company.
Eisenmann, Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard Business Review, 84(10), 92–.
Gawer. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research Policy, 43(7), 1239–1249.
Teece. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Salmelin. (2013). The Horizon 2020 framework and Open Innovation Ecosystems. Journal of Innovation Management (Porto), 1(2), 4–9.
Rethinking Competitive Advantage: New Rules for the Digital Age. (2020). The Publishers Weekly, 237(39), 53–.
2016 China Hospital Outlook (2016). Frost Sullivan Report.
Pidun, U., Reeves, M. and Knust, N. (2021). How Do You Manage a Business
Ecosystem? Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2019). Do You Need a Business Ecosystem?Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2020). How Do You “Design” a Business Ecosystem? Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2020). Why Do Most Business Ecosystems Fail? Boston Consulting Group.
Pidun, U., Reeves, M. and Wesselink, E. (2021). How Healthy is your business ecosystem? MIT Sloan Management Review.
Foss, Schmidt, J., & Teece, D. J. (2023). Ecosystem leadership as a dynamic capability. Long Range Planning, 56(1), 102270–.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.
W. Chan Kim, Renee Mauborgne, Mi Ji (2021). Ping An Good Doctor: Creating a
Nondisruptive Solution for China’s Healthcare System. INSEAD.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). 平台經濟模式 (Vol.1). 香港, 灣仔皇后大道: 天下雜誌股份有限公司.
吳曉穎，2022/ 4/ 14。中國互聯網醫療產業發展潛力與建議資訊分享。
https://www.ey.com/zh_tw/health-sciences-wellness/emerging-internethospital-model-in-china。搜尋日期:2023年4月20日。
彭振宣，2021/ 10/ 17。中國第二波戰後嬰兒潮明年起步入老年，高齡化危機全 面衝擊經濟與社會。https://www.thenewslens.com/article/157725。搜尋日期:2023年3月17日。
平安健康官方網站，2023。平安健康業務板塊。https://www.pagd.net/businessIntroduction?lang=ZH_TWhhhhhhhhhhhhhh。
搜尋日期:2023年3月29日。
平安健康官方網站，2019。平安健康醫療科技有限公司 2018 年度報告。
http://asia.blob.euroland.com/press-releases-attachments/1131183/HKEX-
EPS_20190327_003438556-0.PDF。搜尋日期:2023 年 3 月 28 日。 平安健康官方網站，2020。
平安健康醫療科技有限公司 2019 年度報告。
http://asia.blob.euroland.com/press-releases-attachments/1196865/HKEX-
EPS_20200227_9167782-0.PDF。搜尋日期:2023 年 3 月 28 日。 平安健康官方網站，2021。
平安健康醫療科技有限公司 2020 年度報告。
https://staticpacific.blob.core.windows.net/press-releases- attachments/1289469/HKEX-EPS_20210317_9661234_0.PDF。搜尋日期: 2023 年 3 月 28 日。
平安健康官方網站，2022。平安健康醫療科技有限公司 2021 年度報告。 https://staticpacific.blob.core.windows.net/press-releases- attachments/1399774/HKEX-EPS_20220324_10170582_0.PDF。搜尋日 期:2023 年 3 月 28 日。
平安健康官方網站，2022。平安健康醫療科技有限公司 2022 年中期報告。 https://staticpacific.blob.core.windows.net/press-releases- attachments/1439452/HKEX-EPS_20220818_10390606_0.PDF。搜尋日 期:2023 年 3 月 28 日。
經濟部中小企業處官方網站，2021。推動中小企業跨域創新加值計畫。 https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLz EwL3JlbGZpbGUvMC8xMjU0OS9lOTE2ZTNlNC03ZWI5LTRkNmMtODQ 1Yy1lYjIwZDM2YjRlZTAucGRm&n=57aT5r%2bf6YOo44CM5o6o5YuV5L it5bCP5LyB5qWt6Leo5Z%2bf5Ym15paw5Yqg5YC86KiI55Wr44CNLnBkZg %3d%3d&icon=..pdf。搜尋日期:2023 年 3 月 28 日。
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
109363016
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109363016
資料類型 thesis
dc.contributor.advisor 邱奕嘉zh_TW
dc.contributor.author (Authors) 蘇筠晴zh_TW
dc.contributor.author (Authors) Su, Yun-Chingen_US
dc.creator (作者) 蘇筠晴zh_TW
dc.creator (作者) Su, Yun-Chingen_US
dc.date (日期) 2023en_US
dc.date.accessioned 2-Aug-2023 13:29:49 (UTC+8)-
dc.date.available 2-Aug-2023 13:29:49 (UTC+8)-
dc.date.issued (上傳時間) 2-Aug-2023 13:29:49 (UTC+8)-
dc.identifier (Other Identifiers) G0109363016en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146418-
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) 109363016zh_TW
dc.description.abstract (摘要) 生態圈的建立風險極高又極度燒錢，雖然一旦成功運轉就得以快速擴張，但前 期需大量投資吸引合作夥伴及用戶加入來驅動強大的網路效應。根據 BCG 調查，多 數嘗試生態圈的企業，從長遠來看僅 15%能永續經營，陣亡率高達 85%，由此可知 透過建立生態圈創造價值確實不容易
因此，本研究以單一個案探討的形式，選定中國平安集團旗下「平安好醫生」 作為個案公司，探討為成功建構一醫療生態圈，應如何透過改變價值要素來顛覆既 有生態圈的價值結構，進而為生態圈的參與者創造超額價值(excess value)，使其願 意採用並投入資源於平安的醫療生態圈;同時，本研究亦探討平安好醫生身為生態 圈的領導廠商，其如何發揮領導力，運用動態能力促進醫療生態圈的形成與長期運 營。依據研究結果，提出以下結論:
1. 在供不應求的產業環境下，生態圈廠商將率先:(1)重新配置供給面相關的連 結(Link)與定位(Position);(2)優先從供給面價值要素切入顛覆生態圈，創造超 額價值，吸引更多供給面參與者加入。
2. 在消費者高度重視服務品質的產業環境下，生態圈廠商領導策略將率先:(1) 投入供給面的重大投資並(2)與供給面參與者建立正式合作，促使供給面參與 者追隨、投入生態圈，並(3)建立供給面的管理制度與問題解決機制管控服務 品質，有助於提升消費者的信任與採用意願，領導生態圈形成。		zh_TW
dc.description.abstract (摘要) Establishing an ecosystem carries high risks and requires significant investment to attract partners and users in order to drive a strong positive network effect. Although successful ecosystems can rapidly expand once operational, most companies attempting to build ecosystems, according to a BCG survey, the majority of businesses attempting to create an ecosystem have only a 15% success rate in the long term, with a high failure rate of 85%. Hence, creating value through ecosystem building is undoubtedly challenging.
Therefore, this study adopts a single case study approach, selecting Ping An Good Doctor, a subsidiary of Ping An Group in China, as the case company to explore how to disrupt the existing structure of the ecosystem by changing its elements, in order to successfully construct a healthcare ecosystem and create excess value for its participants to encourage them to adopt and invest resources in the Ping An healthcare ecosystem. Furthermore, this study investigates how Ping An Good Doctor, as a leading firm in the ecosystem, can demonstrate its leadership and use dynamic capabilities to promote the formation and long-term operation of the healthcare ecosystem. Based on the research findings, the following conclusions are drawn:
1. In an industry where supply falls short of demand, ecosystem firms will take the lead in: (1) reconfiguring supply-related links and positioning; (2) prioritizing supply-side value elements to disrupt the ecosystem and create excess value, attracting more supply-side participants to join.
2. In an industry where consumers highly value service quality, ecosystem firms` leadership strategy will prioritize: (1) significant investment in the supply-side; (2) establishing formal collaborations with supply-side participants to encourage them to follow and invest in the ecosystem; (3) setting up supply-side management systems and problem- solving mechanisms to control service quality, which can enhance consumers` trust and adoption willingness and lead to ecosystem formation.		en_US
dc.description.tableofcontents 第一章 緒論 10
第一節 研究背景與動機 10
第二節 研究目的與問題 12
第三節 論文研究架構 13

第二章 文獻探討 14
第一節 網路效應 14
第二節 生態圈 15
第三節 超額價值 18
第四節 生態圈領導力 19

第三章 研究方法 22
第一節 個案研究法 22
第二節 研究架構 23

第四章 個案介紹 27
第一節 中國醫療產業簡介 27
第二節 平安好醫生簡介 29
第三節 平安好醫生商業模式 34

第五章 個案分析 38
第一節 醫療生態圈價值結構 38
第二節 醫療生態圈價值創造 44
第三節 醫療生態圈領導力 46
第四節 研究發現 50

第六章 結論與建議 53
第一節 研究結論 53
第二節 研究限制 55
第三節 後續研究建議 56

參考文獻 57		zh_TW
dc.format.extent 1739316 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109363016en_US
dc.subject (關鍵詞) 生態圈建構zh_TW
dc.subject (關鍵詞) 價值創造zh_TW
dc.subject (關鍵詞) 領導力zh_TW
dc.subject (關鍵詞) 動態能力zh_TW
dc.subject (關鍵詞) Ecosystem constructionen_US
dc.subject (關鍵詞) Value Creationen_US
dc.subject (關鍵詞) Leadershipen_US
dc.subject (關鍵詞) Dynamic capabilitiesen_US
dc.title (題名) 醫療生態圈建構與價值創造個案分析zh_TW
dc.title (題名) A Case Study on the Constructions and Value Creations of Business Ecosystemen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Adner. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1), 39–58.
Adner. (2021). Winning the right game : how to disrupt, defend, and deliver in a changing world / Ron Adner. The MIT Press.
Moore. (1993). Predators and prey: a new ecology of competition. Harvard Business Review, 71(3), 75–75.
Iansiti, & Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68–126.
Jacobides. (2022). How to Compete When Industries Digitize and Collide: An Ecosystem Development Framework. California Management Review, 64(3), 99–123.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy and how to make them work for you. New york: WW Norton & Company.
Eisenmann, Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard Business Review, 84(10), 92–.
Gawer. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research Policy, 43(7), 1239–1249.
Teece. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Salmelin. (2013). The Horizon 2020 framework and Open Innovation Ecosystems. Journal of Innovation Management (Porto), 1(2), 4–9.
Rethinking Competitive Advantage: New Rules for the Digital Age. (2020). The Publishers Weekly, 237(39), 53–.
2016 China Hospital Outlook (2016). Frost Sullivan Report.
Pidun, U., Reeves, M. and Knust, N. (2021). How Do You Manage a Business
Ecosystem? Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2019). Do You Need a Business Ecosystem?Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2020). How Do You “Design” a Business Ecosystem? Boston Consulting Group.
Pidun, U., Reeves, M. and Schüssler, M. (2020). Why Do Most Business Ecosystems Fail? Boston Consulting Group.
Pidun, U., Reeves, M. and Wesselink, E. (2021). How Healthy is your business ecosystem? MIT Sloan Management Review.
Foss, Schmidt, J., & Teece, D. J. (2023). Ecosystem leadership as a dynamic capability. Long Range Planning, 56(1), 102270–.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.
W. Chan Kim, Renee Mauborgne, Mi Ji (2021). Ping An Good Doctor: Creating a
Nondisruptive Solution for China’s Healthcare System. INSEAD.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). 平台經濟模式 (Vol.1). 香港, 灣仔皇后大道: 天下雜誌股份有限公司.
吳曉穎，2022/ 4/ 14。中國互聯網醫療產業發展潛力與建議資訊分享。
https://www.ey.com/zh_tw/health-sciences-wellness/emerging-internethospital-model-in-china。搜尋日期:2023年4月20日。
彭振宣，2021/ 10/ 17。中國第二波戰後嬰兒潮明年起步入老年，高齡化危機全 面衝擊經濟與社會。https://www.thenewslens.com/article/157725。搜尋日期:2023年3月17日。
平安健康官方網站，2023。平安健康業務板塊。https://www.pagd.net/businessIntroduction?lang=ZH_TWhhhhhhhhhhhhhh。
搜尋日期:2023年3月29日。
平安健康官方網站，2019。平安健康醫療科技有限公司 2018 年度報告。
http://asia.blob.euroland.com/press-releases-attachments/1131183/HKEX-
EPS_20190327_003438556-0.PDF。搜尋日期:2023 年 3 月 28 日。 平安健康官方網站，2020。
平安健康醫療科技有限公司 2019 年度報告。
http://asia.blob.euroland.com/press-releases-attachments/1196865/HKEX-
EPS_20200227_9167782-0.PDF。搜尋日期:2023 年 3 月 28 日。 平安健康官方網站，2021。
平安健康醫療科技有限公司 2020 年度報告。
https://staticpacific.blob.core.windows.net/press-releases- attachments/1289469/HKEX-EPS_20210317_9661234_0.PDF。搜尋日期: 2023 年 3 月 28 日。
平安健康官方網站，2022。平安健康醫療科技有限公司 2021 年度報告。 https://staticpacific.blob.core.windows.net/press-releases- attachments/1399774/HKEX-EPS_20220324_10170582_0.PDF。搜尋日 期:2023 年 3 月 28 日。
平安健康官方網站，2022。平安健康醫療科技有限公司 2022 年中期報告。 https://staticpacific.blob.core.windows.net/press-releases- attachments/1439452/HKEX-EPS_20220818_10390606_0.PDF。搜尋日 期:2023 年 3 月 28 日。
經濟部中小企業處官方網站，2021。推動中小企業跨域創新加值計畫。 https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLz EwL3JlbGZpbGUvMC8xMjU0OS9lOTE2ZTNlNC03ZWI5LTRkNmMtODQ 1Yy1lYjIwZDM2YjRlZTAucGRm&n=57aT5r%2bf6YOo44CM5o6o5YuV5L it5bCP5LyB5qWt6Leo5Z%2bf5Ym15paw5Yqg5YC86KiI55Wr44CNLnBkZg %3d%3d&icon=..pdf。搜尋日期:2023 年 3 月 28 日。		zh_TW