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1	Study of Innovative Strategy and Innovative Business Model of Medical Cosmoceutical Managment in Plastic Surgery Tsao, Su-ben 24 July 2007 (has links) Medical Cosmoceutical service is a new rising medical service in recent 5 years. It combines medical profession and cosmetic service, offering customers integrated aesthetic therapy services that are safe, reliable, delicate and effective. Due to medical cosmoceutical is a popular and self-payed medical service not limited to any specific medical field by law, it is undouhtedly an effective way of business transformation for the medical institutes with difficult running under poor National Health Insurance policy. Therefore, many plastic surgery and dermatological clinics, and other medical field even beauty salons, quite to establish their medical cosmoceutical service for competing this big market. Surviving the strong competition in this hot market of medical cosmoceutical is an important issue for every member of the plastic surgery field that seeks to succeed in this medical cosmoceutical business. The key successful factor for plastic surgery field in medical cosmoceutical shall be an innovative strategy and innovative business model that leads to attracting and retaining customers. Through literature review and the practice data of T Union Clinic of Plastic Surgery based on its mamagement philosophy and business model, this study proposes the following three innovative strategies for medical cosmoceutical service: (1) Pioneer into the offering of medical cosmoceutical service that providing dedicated post-cosmetic surgery massage therapy ; (2) Pioneer into the research and development of skin care product therapeutic compound formula; and (3) Pioneer into the training and certification center for medical aesthetician. Followed by the dimensions of four innovative business model listed below, successful business performance will be obtained through the offering of comprehensive service attachment that enhances customers¡¦ willingness to accept such services. The four innovative business models comprise: (1) Knowledge transfer to customers, by delivering medical cosmetic knowledge for promoting trustworthiness from customers; (2) Customer relationship management (CRM) ,with higher customer value through maintaining close relationship with customers by offering multiple two-way communication channels; (3) Experience marketing, by creating word-of-month effects, and (4) Strategic alliance, through the referrals from related clinics, beauty salons, and affiliated medical cosmetic workshops to acquire more customers. In the verification of innovative strategies and business models for medical cosmoceutical business, this study adopts both qualitative and quantitative research methodology to provide deep insights and findings. In qualitative research, a small scale qualitative ¡§customer in-depth interview¡¨ is conducted on the medical cosmoceutical customers (5 people) of the T Union Clinic of Plastic Surgery, to verify accuracy of the innovative strategies and business model, followed by a large scale quantitative questionnaire survey (100 people) on the customers that are randomly drawn from the customers of T Union Clinic of Plastic Surgery. With quantitative data derived from the survey, the viability of the innovative strategies and innovative models are further verified. In conclusion, the research finding is that after quantitative and qualitative verification from the customer perspective, the three innovative strategies and four innovative business models proposed for medical cosmoceutical business has been indeed proved as the successful model for medical cosmoceutical business in the plastic surgery field, and is also commonly accepted by the medical cosmoceutical customers. Furthermore, an additional insight extracted from the verification in customer perspective is the need for designing of system for employee training and encouragement. By this, the effectiveness of transfering knowledge to customers and service quality delivery will be expected to enhance. So, this study adds the fifth dimension ¡§Employee training and encouragement¡¨ to the innovative business model. In the point of view of management implicatin, when performing the innovative strategy and innovative business model for medical cosmoceutical business in plastic surgery field, one should pay more attension to two management aspects, including internal management and external customer service. In the peer suggestion, the three innovative strategies and the four innovative business model proposed by this study are practically viable and may serve as the practical suggestions for the plastic surgery peer when providing medical cosmoceutical service. Innovative strategy Innovative business model Customer knowledge transfer Customer relationship management Medical cosmoceutical Experience marketing Strategic alliance Employee training and encouragement.
2	新能源經濟的創新商業模式之研究 ─ 以資訊科技產業為例 / A Study on Innovative Business Model in the New Energy Economy ─ Taking IT Industry as an Example 沈建銘 Unknown Date (has links) 能源的議題牽繫人類文明的發展，在開發與運用的同時，也伴隨相當的代價。當代所因應發展的新能源經濟，在全球範圍內希冀提供人類前進的方案。在新能源經濟的浪潮中，三個主要支柱分別是可再生能源，智慧電網與智慧家庭，以及電動車。我們解構產業的組成與價值鏈，分析產業的發展現況，並探究可行的技術運用與商業模式。最終希望結合我們所擅長的資訊科技，在經濟層面為這片土地作出貢獻。新能源新能源經濟創新商業模式可再生能源智慧電網智慧家庭電動車 New Energy Economy Innovative Business Model
3	Disruptive Transformations in Health Care: Technological Innovation and the Acute Care General Hospital Lucas, D. Pulane 24 April 2013 (has links) Advances in medical technology have altered the need for certain types of surgery to be performed in traditional inpatient hospital settings. Less invasive surgical procedures allow a growing number of medical treatments to take place on an outpatient basis. Hospitals face growing competition from ambulatory surgery centers (ASCs). The competitive threats posed by ASCs are important, given that inpatient surgery has been the cornerstone of hospital services for over a century. Additional research is needed to understand how surgical volume shifts between and within acute care general hospitals (ACGHs) and ASCs. This study investigates how medical technology within the hospital industry is changing medical services delivery. The main purposes of this study are to (1) test Clayton M. Christensen’s theory of disruptive innovation in health care, and (2) examine the effects of disruptive innovation on appendectomy, cholecystectomy, and bariatric surgery (ACBS) utilization. Disruptive innovation theory contends that advanced technology combined with innovative business models—located outside of traditional product markets or delivery systems—will produce simplified, quality products and services at lower costs with broader accessibility. Consequently, new markets will emerge, and conventional industry leaders will experience a loss of market share to “non-traditional” new entrants into the marketplace. The underlying assumption of this work is that ASCs (innovative business models) have adopted laparoscopy (innovative technology) and their unification has initiated disruptive innovation within the hospital industry. The disruptive effects have spawned shifts in surgical volumes from open to laparoscopic procedures, from inpatient to ambulatory settings, and from hospitals to ASCs. The research hypothesizes that: (1) there will be larger increases in the percentage of laparoscopic ACBS performed than open ACBS procedures; (2) ambulatory ACBS will experience larger percent increases than inpatient ACBS procedures; and (3) ASCs will experience larger percent increases than ACGHs. The study tracks the utilization of open, laparoscopic, inpatient and ambulatory ACBS. The research questions that guide the inquiry are: 1. How has ACBS utilization changed over this time? 2. Do ACGHs and ASCs differ in the utilization of ACBS? 3. How do states differ in the utilization of ACBS? 4. Do study findings support disruptive innovation theory in the hospital industry? The quantitative study employs a panel design using hospital discharge data from 2004 and 2009. The unit of analysis is the facility. The sampling frame is comprised of ACGHs and ASCs in Florida and Wisconsin. The study employs exploratory and confirmatory data analysis. This work finds that disruptive innovation theory is an effective model for assessing the hospital industry. The model provides a useful framework for analyzing the interplay between ACGHs and ASCs. While study findings did not support the stated hypotheses, the impact of government interventions into the competitive marketplace supports the claims of disruptive innovation theory. Regulations that intervened in the hospital industry facilitated interactions between ASCs and ACGHs, reducing the number of ASCs performing ACBS and altering the trajectory of ACBS volume by shifting surgeries from ASCs to ACGHs. Disruptive Disruptive Innovation Theory Disruptive Transformations Disruptive Innovation Innovation Technology Technological Innovation Medical Innovation Medical Technology Medical Advancement Laparoscopy Laparoscopic Surgery open surgery appendectomy cholecystectomy bariatric surgery weight loss surgery appendectomies cholecystectomies inpatient outpatient ambulatory ambulatory surgery ambulatory surgery center acute care general hospital hospital acute care hospital general hospital health care healthcare hospital industry health care industry Clayton Christensen Clayton M Christensen Michael Porter Harvard Business School Virginia Commonwealth University CMS Health policy public policy public administration organizational theory organization theory Population Ecology Theory Competitive Strategy policy analysis John Kimberly Organization Size Structural Inertia liability of smallness health spending health care cost specialty medical facility open system niche width dynamic outpatient department technology shift surgical setting surgical setting shift medical facility shift substitution threat health system system level analysis Ecological Approach hospital trends ambulatory surgery trends reimbursement rate Medicare CMS coverage decision P J DiMaggio DiMaggio and Powell w w Powell Hannan and Freeman M T Hannan Organizational change minimally invasive surgery less invasive surgery Prospective Payment System Outpatient Prospective Payment System entreprenuerial physician health care organization health care management Roice Luke Carl Ameringer new technology surgical utilization elective surgery Medicare Payment Advisory Commission MedPAC coverage decision trends in surgery abdominal surgery surgical variation physician-owned physician ownership physician autonomy outpatient clinic utilization trends unnecessary surgery Pfeffer Salancik technology diffusion redefining health care interdisciplinary research health care delivery panel design diffusion of hospital technology state variation regional variation local health care market government intervention medical facility health care capacity focused factory advances in health care physician organization relationship hospital competition medical specialization hospital expansion medical arms race integrated care integrated health system J E Wennberg health care transformation reimbursement scheme surgical volume Florida Wisconsin policy making health policy analysis competitive dynamics center of excellence intervening factor service line competition service-line competition surgical reimbursement innovative business model innovative technology environmental influence established firm new market entrant patient safety sophisticated technology Harvard Divinity School Social and Behavioral Sciences

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