||Co-Opetition Strategy and Value Creation:A Case Study of Medical Equipment Vendor
||Executive Master of Business Administration (EMBA)
Co-Opetition Strategy and Value Creation: A Case Study of Medical Equipment Vendor
Author : Kao Wen-Pei
Advisor : Dr. Chou, Ting-Kai
Executive Master of Business Administration(EMBA),
College of Management, National Cheng Kung University
According to the statistics of the Ministry of the Interior at the end of March 107, the number of elderly people over the age of 65 in Taiwan’s household registration was 3.31 million, accounting for 14.1% of the total population. Taiwan has officially entered the " Super-aged society ". A major concern in society, the demand for medical care is continuously increasing. This also reflects the positive development of medical and health insurance expenditures and population aging. With the advancement of science and technology, the medical industry has grown significantly. However, due to many medical disputes and working hours problems such as long-term growth and poor quality of life have caused many people to be unwilling to engage in the medical industry. The demand for professional medical personnel is inversely proportional to the supply. The measurement of manpower training and equipment purchases in hospitals has become a top priority for medical institutions. With the support of policies and the investment of related resources, medical institutions have paid more and more attention to the quality and speed of medical treatment, which has resulted in an increase in the overall demand for medical equipment.
In the traditional concept, competition and cooperation are contradictory and opposed to each other. They should not be confused. Enterprises should create industrial advantages that are difficult to be replaced in their operations, and increase market share to gain economic scale advantages to increase market competition barriers. To grasp a unique positioning in the global market and industrial division, it is necessary to have the ability to compete, cooperate and integrate, and become a backbone enterprise in this field.
The purpose of this research is to use case analysis to discuss the characteristics of the medical equipment industry, the use occasions and characteristics of the medical equipment, and the medical equipment industry, including customers, competitors, complements, suppliers in the competition strategy, the role played and the impact of the researcher’s company. The research objects of this thesis range from clients to competitors and complements, and how each role will affect each other's Value Co-creating in the Co-opetition Strategy. The interviewees of this study included customers (inspectors of laboratory medicine departments in hospitals) and complements (manufacturers of alternative products and equipment). Based on the interview data of relevant personnel, the current situation of competition and cooperation in the medical equipment industry was sorted out. In addition, it explains the most favorable integration mode in the competition and cooperation relationship between the medical equipment industry from the practical and theoretical viewpoints, and discusses the influence of the Co-opetition Theory on Value Co-creating.
The results of this study found that the clinical laboratory staff of the medical center is a cooperation-oriented competition and cooperation relationship, and the equipment system manufacturer is a competition-cooperation relationship that is equal to the competition and cooperation. Between the two, the degree of emphasis on the dimensions of influencing Value Co-creating is different. In business operations, how can customers and companies transform from "competitors of interest" to "co-creators of value"? The key transformation process must be carried out from five dimensions: trust, communication, innovation, product competitiveness, and product satisfaction. On the basis of trust, the communication relationship has changed from "competition and opposition" to "interaction and mutual assistance". In the process of communication, it changed from "customer pain points, resource monopoly" to "common pain points, resource sharing" innovative products. The evolution from "customer problems" to "efficiency improvement" in innovative products increases product competitiveness. The evolution from "opposition of benefits" to "sharing of benefits" in product competitiveness has resulted in increased product satisfaction. The basis of trust has changed from "questioning" to "mutual trust" in product satisfaction. Through interviews and actual observations, it has been found that all five dimensions affect customer adhesion. When customer adhesion is high, it is difficult to separate the values and interests of each other, which is of great help to the sustainable operation of the company.
Key Words: Co-opetition Theory, Value Co-creating, Co-opetition Strategy
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與研究對象 1
第二章 文獻探討 3
第一節 競合理論 3
第二節 賽局理論 4
第三節 價值共創 5
第一節 研究架構 7
第二節 研究方法 8
第四章 個案研究 10
第一節 醫療器材產業現況 10
第二節 醫療器材產業鏈介紹 13
第三節 個案公司介紹 14
第四節 個案企業業務作業流程 17
第五章 訪談結果分析 20
第一節 信任 20
第二節 溝通 20
第三節 創新 21
第四節 產品競爭力 22
第五節 產品滿意度 24
第六章 結論與建議 25
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