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论文编号：	14014
作者编号：	2320190606
上传时间：	2023/6/7 18:36:53
中文题目：	后疫情时代D医学诊断集团战略创业的研究
英文题目：	Research on the Strategic Entrepreneurship of D Medical Diagnostics Group in the Post-pandemic Era
指导老师：	崔连广 副教授
中文关键字：	竞争优势；战略创业；双元型组织；价值定位；资源重排
英文关键字：	Competitive Advantage;Strategic Entrepreneurship;Binary Structure;Value Orientation;Resource Rearrangement
中文摘要：	回溯过去的三年，ICL（Independent Clinical Laboratory，独立医学实验室）企业及生命科学相关企业面临着前所未有的发展机遇，有了本质的命运改变与快速发展，行业格局借此重塑。上千家第三方医学检验服务企业在新冠疫情期间迅速崛起，未来将会形成“诸侯激战”的激烈竞争格局。随着国家政策变化，包括大规模采购、医保控费、分层治理、LDT（Laboratory Developed Test，临床实验室自建项目）模式引入等一系列改革措施，ICL行业迎来前所未有的转折。为应对经营外环境的快速变化，ICL企业既要在现有业务领域寻求竞争优势，又要识别和利用新业务领域的机会。战略创业给ICL行业的企业们提供了一个全新的思路，以便他们能够更好地把握市场的脉搏，实现自身的价值。 本文以D医学诊断集团为案例企业，在对战略创业、双元型组织相关文献进行梳理分析的基础上，通过文献研究、案例分析、对比分析等方法，对后疫情时代D医学诊断集团战略创业问题进行探讨。首先，运用PEST分析法，对D医学诊断集团所在ICL行业的外部环境进行分析，通过与行业内竞争对手的对比，明确D医学诊断集团现阶段遇到的问题。其次，重新设计D医学诊断集团战略框架，明确D医学诊断集团要通过战略创业实现“医学诊断整体化解决方案提供者”的价值定位，指出确定原有的渠道业务和服务业务相互融合，同时建立新业务、开展新的研发活动来搭建组织的双元能力。最后，制定D医学诊断集团战略创业的保障措施。 通过研究得出如下结论：一是D医学诊断集团战略创业势在必行，从战略创业上再发力，争取更多的竞争优势。二是D医学诊断集团战略创业具有可行性，D医学诊断集团在ICL产业生态链的多元业务开拓上比较强大，但是在单一产品或者业务领域的研发创新方面一直是短板。D医学诊断公司要对企业现有的资源、能力等进行整合，为企业的发展发挥价值。三是根据战略创业的相关理论，重构D医学诊断集团战略框架以及构建竞争优势的措施，依据ICL产业生态链重新整合现金流业务和增长业务，以高端医学检测设备为依托，将产品服务化、服务产品化，为客户提供一体化的解决方案。
英文摘要：	Looking back over the past three years, ICL (Independent Clinical Laboratory) companies and life science-related enterprises are facing unprecedented development opportunities, with the essential change of fate and rapid development, and the industry structure has been reshaped. Thousands of third-party medical testing service companies have risen rapidly during the new crown epidemic, and a fierce competition pattern of "fierce battles between princes" will be formed in the future. With the changes in national policies, including large-scale procurement, medical insurance fee control, hierarchical governance, and the introduction of LDT (Laboratory Developed Test) model, the ICL industry has ushered in an unprecedented turning point. In order to cope with the rapid changes in the external environment, ICL companies need to seek competitive advantages in existing business areas and identify and take advantage of opportunities in new business areas. Strategic entrepreneurship provides enterprises in the ICL industry with a new way of thinking, so that they can better grasp the pulse of the market and realize their own value. This article takes D Medical Diagnosis Group as a case enterprise, and based on the review and analysis of relevant literature on strategic entrepreneurship and dual organization, explores the strategic entrepreneurship issues of D Medical Diagnosis Group in the post epidemic era through literature research, case analysis, comparative analysis, and other methods. Firstly, the PEST analysis method is used to analyze the external environment of the ICL industry where D Medical Diagnosis Group is located. By comparing it with its competitors in the industry, the current problems encountered by D Medical Diagnosis Group are identified. Secondly, redesign the strategic framework of D Medical Diagnosis Group, clarify the value positioning of D Medical Diagnosis Group as a "provider of integrated medical diagnosis solutions" through strategic entrepreneurship, point out the integration of existing channel business and service business, and establish new businesses and carry out new research and development activities to build the dual capabilities of the organization. Finally, develop measures to ensure the strategic entrepreneurship of D Medical Diagnosis Group. Through the research, the following conclusions were drawn: First, D Medical Diagnostics Group's strategic entrepreneurship is imperative, and it will make further efforts from strategic entrepreneurship to strive for more competitive advantages. Second, the strategic entrepreneurship of D Medical Diagnostics Group is feasible, and D Medical Diagnostics Group is relatively strong in the diversified business development of the ICL industry ecological chain, but it has always been a short board in the R&D and innovation of a single product or business field. D Medical diagnosis companies should integrate the existing resources and capabilities of the enterprise to play a value for the development of the enterprise. Third, according to the relevant theories of strategic entrepreneurship, reconstruct the strategic framework of D Medical Diagnostics Group and measures to build competitive advantages, reintegrate cash flow business and growth business according to the ICL industry ecological chain, rely on high-end medical testing equipment, and provide customers with integrated solutions by providing products with services and services.
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