| dc.contributor.advisor | 吳文傑 | zh_TW |
| dc.contributor.advisor | Jack Wu | en_US |
| dc.contributor.author (作者) | 陳達元 | zh_TW |
| dc.contributor.author (作者) | Eric Chen | en_US |
| dc.creator (作者) | 陳達元 | zh_TW |
| dc.creator (作者) | Eric Chen | en_US |
| dc.date (日期) | 2008 | en_US |
| dc.date.accessioned | 14-九月-2009 09:45:40 (UTC+8) | - |
| dc.date.available | 14-九月-2009 09:45:40 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-九月-2009 09:45:40 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0091933011 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/31301 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理碩士班(IMBA) | zh_TW |
| dc.description (描述) | 91933011 | zh_TW |
| dc.description (描述) | 97 | zh_TW |
| dc.description.abstract (摘要) | 生技醫療服務公司之成長策略分析 – 以佳醫集團為例 | zh_TW |
| dc.description.abstract (摘要) | ABSTRACT Taiwan government in March of 2009 announced that six emerging industries have been specially selected for intensive development. They were biotechnology, medical care, green energy, quality agriculture, cultural creative and tourism. ”Biotechnology Takeoff Package” was firstly launched on March 26. This package is expected to bring Taiwan’s biotechnology and medical service environment to international standards, and rapidly making it “trillion dollar industry.” However, resource is limited. Compared to other technology advanced countries such as America and Japan, Taiwan owns less population, smaller size economy and rather limited nature resources. How should Taiwan develop its specially selected industries? What would be the best strategy for Companies interested in entering these selected industries? The aim of this study is to explore the growth strategy of medical services related companies and to conclude with some useful suggestions for Companies interested in entering biotechnology and medical service industry. This paper uses a case to observe the growth path of medical service industry. The author collected the data relating to the case company from its annual reports and various periodicals, and then applied theories of growth aiming to conclude the successful strategies made by the company. The current study chooses the largest dialysis treatment services company in Taiwan, the Excelsior Health Care Group, as the case study subject. During its twenty-one-year development history, the Group has been growing through vertical and horizontal integration and entering joint ventures with diversified businesses, such as cosmetics medicine, long-term health care, pharmaceutical logistics services and various clinical services such as dental and eye clinical services. The growth strategy of the group can be decrypted in the models of “Resource Based View”, “Core Competence Theory” and “The Boston Matrix.” This research concludes that the company has made several successful strategies including (1) using financial leverage to gain sufficient funding to sustain its investment in new businesses, (2) basing its original core competence and development related to other core competencies, (3) extensively entering into joint ventures with partners when exploring new business. | en_US |
| dc.description.abstract (摘要) | Table of Contents CHAPTER 1 INTRODUCTION ------------------------------------------------------ 1 1.1Research Motivation and Objective--------------------------------------- 1 1.2Research Questions ------------------------------------------------------------ 2 CHAPTER 2 LITERATURE REVIEW--------------------------------------------- 3 2.1 Resource Based View--------------------------------------------------------- 3 2.2 The Ansoff Product –Market Matrix Planning for Growth--------------- 5 2.3 The Boston Matrix--------------------------------------------------------------- 7 2.4 Core Competence Theory----------------------------------------------------- 10 2.5 Porter’s Competitive Advantage Theory------------------------------------- 11 CHAPTER3 RESEARCH METHODOLOGY--------------------------------------- 13 CHAPTER 4 THE INDUSTRY BACKGROUND--------------------------------- 14 CHAPTER 5 THE CASE OVERVIEW----------------------------------------------- 29 5.1 Company Overview ------------------------------------------------------------ 29 5.2 Organizational Structure ------------------------------------------------------- 30 5.3 Development History------------------------------------------------------------ 31 CHAPTER 6 APPLICATIONS OF THEORIES AND ANALYSIS------------ 33 6.1 The Five Stages of Growth------------------------------------------------------- 33 6.2 Growth using Financial Leverage---------------------------------------------- 35 6.3 Applications of growth theories------------------------------------------------ 40 6.4 Further Growth Strategies-------------------------------------------------------- 45 CHAPTER 7 CONCLUSIONS AND RECOMMENDATIONS ----------------- 48 REFERENCE------------------------------------------------------------------------------- 50 | - |
| dc.description.tableofcontents | Table of Contents CHAPTER 1 INTRODUCTION ------------------------------------------------------ 1 1.1Research Motivation and Objective--------------------------------------- 1 1.2Research Questions ------------------------------------------------------------ 2 CHAPTER 2 LITERATURE REVIEW--------------------------------------------- 3 2.1 Resource Based View--------------------------------------------------------- 3 2.2 The Ansoff Product –Market Matrix Planning for Growth--------------- 5 2.3 The Boston Matrix--------------------------------------------------------------- 7 2.4 Core Competence Theory----------------------------------------------------- 10 2.5 Porter’s Competitive Advantage Theory------------------------------------- 11 CHAPTER3 RESEARCH METHODOLOGY--------------------------------------- 13 CHAPTER 4 THE INDUSTRY BACKGROUND--------------------------------- 14 CHAPTER 5 THE CASE OVERVIEW----------------------------------------------- 29 5.1 Company Overview ------------------------------------------------------------ 29 5.2 Organizational Structure ------------------------------------------------------- 30 5.3 Development History------------------------------------------------------------ 31 CHAPTER 6 APPLICATIONS OF THEORIES AND ANALYSIS------------ 33 6.1 The Five Stages of Growth------------------------------------------------------- 33 6.2 Growth using Financial Leverage---------------------------------------------- 35 6.3 Applications of growth theories------------------------------------------------ 40 6.4 Further Growth Strategies-------------------------------------------------------- 45 CHAPTER 7 CONCLUSIONS AND RECOMMENDATIONS ----------------- 48 REFERENCE------------------------------------------------------------------------------- 50 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0091933011 | en_US |
| dc.subject (關鍵詞) | 生技醫療服務公司 | zh_TW |
| dc.title (題名) | 生技醫療服務公司之成長策略分析 – 以佳醫集團為例 | zh_TW |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | References | zh_TW |
| dc.relation.reference (參考文獻) | Ansoff, I, 1957, Strategies for Diversification, Harvard Business Review. Sep.-Dec. | zh_TW |
| dc.relation.reference (參考文獻) | Bogner, W. C. & Thomas, H. , 1994, Core Competence and Competitive Advantage: A Model and Illustrative Evidence from the Pharmaceutical Industry, Competence- Based Competition, pp.111~144. | zh_TW |
| dc.relation.reference (參考文獻) | Campbell, Andrew and Robert, Park 2005. The Growth Gamble.1st ed., New York, NY: Nicholas Brealey Press. | zh_TW |
| dc.relation.reference (參考文獻) | Christensen, Clayton M., Anthony, S. D., Scott , D., Roth, E. A., and Erik, A. 2004. Seeing What’s Next: Using The Theories of Innovation to Predict Industry Change. Cambridge, MA: Harvard Business School Press. | zh_TW |
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| dc.relation.reference (參考文獻) | Grant, R. M., 1991, The Resource-Based Theory of Competitive Advantage: Implication for Strategy Formulation, California Management Review, pp.114~133. | zh_TW |
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| dc.relation.reference (參考文獻) | Porter, M. E., 1985, Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press. | zh_TW |
| dc.relation.reference (參考文獻) | Prahalad, C. K. & Hamel, G. , 1990, The Core Competence of the Corporation, Harvard Business Review, May-June, pp.79~91. | zh_TW |
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| dc.relation.reference (參考文獻) | Simonin, B. & Helleloid, D., 1994, Organizational Learning and A Firm’s Core Competence, Competence-Based Competition, pp.213~234. | zh_TW |
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