A Case Study of Business Models for a Taiwan New Startup Company P in Dental Equipments
|關鍵字:||商業模式;醫療器材;企業轉型;Business Model;Medical Equipment;Business transition|
What normally had driven Taiwan’s manufacturing industry was so far the advantage of high quality produced at a competitive price. With the ongoing standardization, maturation and improvement of production processes worldwide the former Taiwan’s competitive advantage has been diminished. Apart from improvement of production capabilities Taiwan’s companies also try to compensate cost increase by creating value through product innovation and design as well as branding in order to regain competitiveness. At the same time because of an aging population in developed countries the medicine biomedicals and medical equipment technologies have gained a higher significance in global technical development. This thesis is using the example of Company P in Taiwan with more than 30 years of experience in the field of medical equipment. It uses the Lean-startup Business Model as a mean of analysis. The analysis is carried out in regard of the company’s product competitiveness, it ends with an introduction of proposals for improvement and strengthening for the future related restructuring plans of the company. Its purpose is to be a reference for future planning and to assist at the brand marketing processes. The study concludes with the reasons for the so far successful business of Company P: 1.The initiation of labor insurance politics of Taiwan. 2. The vision and leadership through unique product concepts. 3. The company’s founders personality regarding technical understanding and interpersonal communication. The research has suggested some transition strategies to the Company P by the means of personal interviews, including: 1.Market transformation. 2. Product transition. 3. Open innovation.