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论文编号：	15012
作者编号：	2320224054
上传时间：	2024/12/9 15:13:01
中文题目：	TD心血管病医院诊疗业务广泛差异化战略研究
英文题目：	Research on Broad-Differentiation Strategy of TD Cardiovascular Hospital''''s Diagnosis and Treatment Business
指导老师：	柳茂平
中文关键字：	TD心血管病医院；经营层战略；广泛差异化战略；价值链
英文关键字：	TD Cardiovascular Hospital; Business-level strategy; Broad-Differentiation strategy; Value chain
中文摘要：	随着现代生活方式的改变和人口老龄化的加剧，心血管病的发病率不断上升,心血管病患者对高质量、高效率的医疗服务的需求日益增长。TD心血管病医院是具有国内领先诊疗技术的心血管病专科医院，以高效优质的医疗服务吸引了大批患者。本文旨在以TD心血管病医院为研究对象，对心血管病医院经营层战略的选择进行研究，同时也为行业内其他医院提供借鉴和参考。 本文主要运用文献分析法、调查研究法、案例分析法、推演研究法等多种方法进行研究。在外部环境分析中，基于外部环境分析理论对TD心血管病医院所处的经济、政治、技术、文化等宏观环境进行了分析，并使用波特竞争战略理论对TD心血管病医院所处的产业进行了战略分组、行业细分和行业内竞争环境分析。在内部环境分析中，对医院的医疗服务、活动和资源能力现状进行了分析，并论述了医院目前存在的主要问题。在此基础上，本文分析了不同竞争战略的适用性，对TD心血管病医院的竞争范围和竞争优势进行了战略选择，对价值链细分的经济技术特性和驱动因素特性进行了识别，并基于驱动因素提出了完善价值链的重点措施。最后，本文基于资源与能力理论对关键战略资源和核心竞争力进行了识别，分析了医院与同行业竞争对手中最佳标准之间的差距，并给出了战略资源和核心能力的构建措施。 心血管病诊疗行业处于快速成长期，发展前景广阔。针对TD心血管病医院经营层战略缺乏系统分析、个别诊疗技术构建不足、优势诊疗技术品牌建设不足和医联体联合诊疗效率有待提升的问题，医院应采取广泛差异化战略，布局多细分领域，并在领先的诊疗水平、高效的医疗服务效率、一流的品牌形象方面构建稀缺价值。同时，医院还应在医联体建设能力、心脏外科微创技术能力、终末期患者综合诊疗中心建设能力方面加快战略资源和核心能力构建，从而获得经营高质量与可持续。
英文摘要：	With the change of modern lifestyle and the aggravation of the aging.of the population, the incidence of cardiovascular diseases is increasing and the demand for high-quality and efficient medical services is increasing. TD Cardiovascular Hospital is a specialized cardiovascular hospital with leading diagnosis and treatment technology in China, which has attracted a large number of patients with efficient and high-quality medical services. This thesis aims to research the selection of cardiovascular hospital management strategy in TD cardiovascular hospitals, and also provide reference for other hospitals in the industry. This thesis mainly uses literature analysis, investigation research, case analysis and deductive research methods. In the external environment analysis, the economic, political, technical, cultural and other macro environment of TD cardiovascular hospital were analyzed based on the theory of external environment analysis, and the strategic grouping industry segmentation and industry competitive environment of the industry of TD cardiovascular hospital were analyzed by using Porter's competitive strategy theory. In the internal environment analysis, the current situation of medical service, activity and resource capacity is analyzed, and the main problems of the hospital are discussed. On this basis, this thesis analyzes the applicability of different competitive strategies, makes strategic choices of the competitive scope and competitive advantage of TD cardiovascular hospitals, identifies the economic and technical characteristics and driving factor characteristics of the value chain subdivision, and proposes key measures to improve the value chain based on the driving factors. Finally, this thesis identifies the key strategic resources and core competencies based on the theory of resources and capabilities, analyzes the gap between the hospital and the best standards among the competitors in the same industry, and gives the construction measures for strategic resources and core competence. The cardiovascular disease diagnosis and treatment industry is in a period of rapid growth, with broad development prospects. TD Cardiovascular Hospital has problems such as insufficient systematic analysis of business-level strategies, insufficient construction of individual diagnosis and treatment technologies, insufficient brand building of advantageous diagnosis and treatment technologies, and room for improvement in the efficiency of joint diagnosis and treatment in medical alliances.?The hospital should adopt extensive differentiation strategy, layout niche, and in the leading diagnosis and treatment level, efficient medical service efficiency, first-class brand image build scarce value. At the same time, hospitals should also accelerate the construction of strategic resources and core capabilities in terms of medical consortium construction, minimally invasive cardiac surgery, and the construction of comprehensive treatment centers for end-stage patients, so as to obtain high quality and sustainable operation.
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