| dc.contributor.advisor | 周冠男<br>梁嘉紋 | zh_TW |
| dc.contributor.author (Authors) | 張孝忠 | zh_TW |
| dc.contributor.author (Authors) | Chang, Hsiao-Chung | en_US |
| dc.creator (作者) | 張孝忠 | zh_TW |
| dc.creator (作者) | Chang, Hsiao-Chung | en_US |
| dc.date (日期) | 2025 | en_US |
| dc.date.accessioned | 4-Aug-2025 13:06:21 (UTC+8) | - |
| dc.date.available | 4-Aug-2025 13:06:21 (UTC+8) | - |
| dc.date.issued (上傳時間) | 4-Aug-2025 13:06:21 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0112932171 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/158356 | - |
| 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) | 112932171 | zh_TW |
| dc.description.abstract (摘要) | 本研究旨在探討眼科醫療儀器經銷代理商如何成功轉型為B2B2C商業模式，並以E公司為個案進行深入分析，研究企業從B2B跨入B2B2C須具備哪些企業能耐、事前策略規劃，以及各面向的通盤考量評估，來決策取捨，並改善，以趨吉避凶，增加拓展商業規模的成功機率。
隨著市場競爭的日益激烈，傳統的B2B經營模式逐漸面臨挑戰及微利，醫療儀器經銷代理商必須尋求創新商業模式來提升競爭力、及增加營收獲利。
在本研究顯示台灣醫療儀器公司也有許多跨足B2B2C的案例，但多為單一功能檢測治療儀器或耗材的廠商與醫院相關單位以BOT方式導入，經營單一檢測治療來收入分拆，或單一治療儀器廠商BOT院內治療中心，或院外成立治療中心。本個案為少見單一眼科醫療儀器經銷代理商經營綜合眼科診所，並發揮集團各企業能耐，達到綜效的創新經營方式。
本研究的貢獻在於提供了一個實證案例，先以各種商業分析工具評量醫療儀器經銷代理商在B2B商業模式下的處境，以五力分析來評量醫療儀器經銷代理商的獲利能力，並以BMC商業模式九宮格來定位B2B的供應面、需求面、財務面，如何支持企業的價值主張，再以PEST做外部環境的競爭分析，並以安佐夫矩陣研究產品與市場的成長變化，說明醫療儀器經銷代理商在台灣現今醫療儀器環境下的微利及不確定性，企業必須思考轉型來突破困境。
當企業嘗試從B2B跨足到B2B2C商業模式的轉型啟動前，必須先內部做能耐盤點，配合許多環、條、目的前提，需有穩定的多產品經銷代理權，建立經銷代理產品在營運診所的一條龍的內部銷售流程，並運用集團跨部門的企業能耐發揮綜效，將業績及利潤留在公司或集團內，同時也需在業界具有企業口碑，各自良性經營市場而不成為原有B2B客戶的競爭封殺廠商，進而達到企業價值主張，成為招攬眼科醫師技術學習與發展的舞台創造者，以及另一個長遠職涯合作夥伴的選項。研究中也在經營的過程中發現缺失痛點，不斷提出改善，可做為未來其他企業在跨足到B2B2C商業模式前的參考方向。 | zh_TW |
| dc.description.abstract (摘要) | This study aims to explore how ophthalmic medical equipment distributors can successfully transform into a B2B2C business model. Taking Company E as a case study, this study conducts an in-depth analysis to study what corporate capabilities, prior strategic planning, and comprehensive considerations and evaluations are required for companies to move from B2B to B2B2C, so as to make decisions and make improvements to avoid danger and increase the chances of success in expanding the business scale.
As market competition becomes increasingly fierce, the traditional B2B business model is gradually facing challenges and low profits. Medical equipment distributors must seek innovative business models to enhance their competitiveness and increase revenue and profits.
This study shows that there are many cases of Taiwanese medical equipment companies crossing over to B2B2C, but most of them are manufacturers of single-function testing and treatment equipment or consumables that are introduced with hospital-related units in a BOT manner, operating a single testing and treatment business to split revenue, or single treatment equipment manufacturers BOT hospital treatment centers, or establish treatment centers outside the hospital. This case is a rare example of a single ophthalmic medical equipment distributors operating a comprehensive ophthalmology clinic and leveraging the capabilities of each group company to achieve an innovative business model with synergy.
The contribution of this study is that it provides an empirical case. It first uses various business analysis tools to evaluate the situation of medical device distributors under the B2B business model, uses the five forces analysis to evaluate the profitability of medical device distributors, and uses the BMC business model grid to position the supply, demand, and financial aspects of B2B to support the company's value proposition. It then uses PEST to conduct a competitive analysis of the external environment, and uses the Anzoff matrix to study the growth and changes of products and markets. It explains the low profits and uncertainties of medical device distributors in Taiwan's current medical device environment, and that companies must consider transformation to break through the difficulties.
Before a company attempts to transform from a B2B to a B2B2C business model, it must first conduct an internal capacity inventory and coordinate with many links, items, and objectives. It must have stable multi-product distribution agency rights, establish a one-stop internal sales process for distribution agency products in operating clinics, and use the group's cross-departmental corporate capacity synergy to keep performance and profits within the company or group. At the same time, it must also have a corporate reputation in the industry, operate the market in a healthy manner, and not become a competitor to the original B2B customers. The company can then achieve its corporate value proposition and become a stage creator for attracting ophthalmologists to learn and develop technology, as well as another choice for long-term career partners. The research also discovered missing pain points in the business process and continuously proposed improvements, which can serve as a reference for other companies before they move into the B2B2C business model in the future. | 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、研究問題與目的 2
第三節、研究方法與架構 3
第二章、文獻探討 4
第一節、醫療儀器經銷代理商的角色與價值 4
第二節、Porter五力分析 6
第三節、Business Model Canvas(BMC)商業模式九宮格 7
第四節、PEST外部環境競爭分析 8
第五節、Ansoff安佐夫成長矩陣 9
第六節、台灣醫療儀器產業概況 10
第三章、個案介紹：E公司 12
第一節、E公司背景介紹 12
第二節、E公司的五力分析 13
第三節、E公司在B2B商業模式現況 15
第四節、E公司外部環境競爭的PEST分析 18
第五節、E公司的發展分析-安索夫矩陣 19
第六節、E公司面臨的挑戰與轉型動機 21
第四章、E公司B2B2C轉型策略分析 22
第一節、E公司的B2B2C新商業模式 22
第二節、轉型過程中的組織結構調整 24
第三節、業務流程與行銷策略變革 25
第四節、市場評估及盡職調查 26
第五節、企業能耐盤點 27
第五章、轉型策略執行結果與修正 31
第一節、研究發現總結 31
第二節、財務績效與市場表現結果 33
第三節、E公司轉型成功因素分析 40
第六章、結論與建議 41
第一節、企業價值主張與願景落實之檢討 41
第二節、經銷代理商轉型B2B2C模式的關鍵成功因素 41
第三節、B2C診所的選題建議 42
第四節、對其他企業的啟示與建議 45
第七章、參考文獻 48 | zh_TW |
| dc.format.extent | 3861555 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0112932171 | en_US |
| dc.subject (關鍵詞) | 經銷代理商 | zh_TW |
| dc.subject (關鍵詞) | B2B | zh_TW |
| dc.subject (關鍵詞) | B2B2C | zh_TW |
| dc.subject (關鍵詞) | BOT | zh_TW |
| dc.subject (關鍵詞) | BMC商業模式九宮格 | zh_TW |
| dc.subject (關鍵詞) | 五力分析 | zh_TW |
| dc.subject (關鍵詞) | PEST分析 | zh_TW |
| dc.subject (關鍵詞) | 安索夫矩陣 | zh_TW |
| dc.subject (關鍵詞) | IOL | zh_TW |
| dc.subject (關鍵詞) | OVD | zh_TW |
| dc.subject (關鍵詞) | 飛秒白內障手術 | zh_TW |
| dc.subject (關鍵詞) | Distributor | en_US |
| dc.subject (關鍵詞) | B2B | en_US |
| dc.subject (關鍵詞) | B2B2C | en_US |
| dc.subject (關鍵詞) | BOT | en_US |
| dc.subject (關鍵詞) | BMC business model grid | en_US |
| dc.subject (關鍵詞) | Five forces analysis | en_US |
| dc.subject (關鍵詞) | PEST analysis | en_US |
| dc.subject (關鍵詞) | Ansoff matrix | en_US |
| dc.subject (關鍵詞) | IOL | en_US |
| dc.subject (關鍵詞) | OVD | en_US |
| dc.subject (關鍵詞) | Femtosecond Cataract Surgery | en_US |
| dc.title (題名) | 醫療儀器經銷代理商轉型至B2B2C商業模式之經營策略：以E公司為個案研究 | zh_TW |
| dc.title (題名) | Business strategies for medical device distributors to transform to a B2B2C busi ness model: A case study of Company E | en_US |
| dc.type (資料類型) | thesis | en_US |
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