健康照護產業服務創新模式－－盛弘醫藥股份有限公司

Innovative Service Model for Health Care Industry: The Case of ShareHope Medicine Corporation

本個案描述盛弘醫藥股份有限公司在健康照護產業，應用資訊與通訊科技所提供的健康照護服務。因為現階段一般社會大眾對於健康照護服務的需求不高，所以盛弘公司採用利基市場策略，將目標市場定位在剛剛出院的病患。但是盛弘公司面對無法讓出院病患自行付費使用此健康照護服務的情況，因此採用B2B2C模式，與醫療機構合作，在病患出院的一個月，由醫療機構付費給盛弘公司來提供遠距健康照護「Houspital」服務，協助出院病患在家裡積極康復。 「Houspital」服務流程的第一步是由醫療機構的醫師推薦給出院病患，並透過體驗行銷的方式讓顧客了解「Houspital」服務的功能，並進一步以照護中心主動關懷的努力與醫師可以隨時查閱病患生理量測資訊的體驗，積極爭取顧客在第二個月後自行付費使用此健康照護服務。因此學員們可以在此個案中討論醫病關係中醫師對病患的影響力，以及醫師為何從不關心健康照護「Houspital」 服務的態度轉變為願意推薦病患使用健康照護服務的相關資訊科技應用議題。

This article presents the case of “Houspital”, an IT-enabled innovative health care service model provided by ShareHope Medicine Corportion in Taiwan. Due to the facts that only few customers care for such health care service these days and it is not easy to promote such service to individual consumers, ShareHope targeted its niche market on the hospital outpatients with the B2B2C model. Since the Bureau of National Health Insurance started DRG payment system in January 2010, many hospitals have been trying to maximize the utilization of their hospital beds. “Houspital” service was one of the alternatives for ShareHope to take care of their patients with reasonable costs. However, ShareHope still had to deal with doctors’ unwillingness to introduce such service to their patients. CEO Hsu had put a lot of eggorts to promote such service to doctors and he found out facts that health care services saving people’s lives in emergence situations sound louder than any other word in convincing doctors. Besides, this case offers the discussion issues related to the influential power of doctors on patients’ service adoption decisions in the health care service industry.