本研究以醫療觀光為出發點，探討其發展以及困境，對臺灣來說，醫療觀光的發展起步比起鄰近國家還要晚，例如泰國、南韓；但臺灣擁有醫療水準高、語言優勢，醫療開銷也相對便宜，整體來說有發展的潛力。本研究以B公司為企業個案，B公司為政府以醫療觀光所興建的健檢機構，2014年底於臺北市北投區盛大開幕，以全人健康的理念，興建地下3層、地上12層的全臺第一個醫療加觀光的綜合性建築，結合高級酒店，提供一條龍式的服務。採用Lin and Pao (2004) 提出的競爭策略架構，透過使命陳述模型，7S模型分析內部環境，五力模型分析外部環境，PESTEL模型分析總體環境，最後建構出本研究之分析架構，可作為企業未來經營方向參考。本研究歸納結論如下：在分析B公司的內、外部以及總體環境之後，建構出的競爭策略為「創新服務全人發展」，而「政府主導飯店結盟」為其特定業務。此特定業務必須符合B公司的使命目標，以提升企業在醫療觀光的競爭力。 This study draws on medical tourism as a starting point to explore its development and complications. Taiwan’s medical tourism advancement is relatively slow as compared to neighboring countries such as Thailand and South Korea. However, Taiwan has high medical standards, language advantages, and affordable medical expenses, leading to potential growth. This study uses B company as a case study, in which it is built by the government for health check. At the end of 2014, Taipei Beitou district opened the island’s first comprehensive medical building with the concept of holistic health care. This twelve story building with three underground levels combines luxury hotel and provides one-stop service. Using competitive strategy model proposed by Lin and Pao (2004), through understanding the company’s mission statement, three models were applied: 7S model to analyze the internal environment, five forces model to analyze the external environment, and PESTEL model to analyze the overall environment. Finally, an analytical framework of this study is constructed and can be used as reference for future business enterprise. This studyconcludesas below: after analyzing Bcompany''s internal, external and overall environment, competitive strategy for the "innovative services and holistic development" is established, and "Government-led hotel alliance" is their specific business. This specific business must comply with Company B''s mission and target, to enhance its competitiveness in the medical tourism industry.
