I 华西医生集团的差异化战略研究 □□□□□□专业 研究生 □□□□ 指导教师 □□□□ 摘要 医生集团是由欧美国家的“Medical Group”翻译而来的，世界上很多发 达国家和地区都的医疗行业都存在这种组织形式和执业方式，又可称为“医生执业 团体”或“医生执业组织”，经四川大学华西医院同意，由四川大学华西医院投资组 建的全资子公司——四川华西医院资产管理有限公司建立“华西医生集团”，以期为 华西医院提供人才储备，拓展业界新型医院模式，促进医疗制度的改革。华西医 生集团在发展过程中，充分利用了竞争性战略、平台战略、市场细分战略等，以 实现华西医生集团的差异化运营。华西医生集团的发展战略是以差异化战略为主 的战略，致力于走出一条体制内医生集团的创新之路。本文将华西医生集团与我 国体制内、体制外、美国医生集团分别进行了对比研究，比较华西医生集团与它 们的相同点、不同点或改进之处，探究其作为体制内医生集团的改进之处。本文 从华西医生集团与华西医院的关系和自身治理结构等方面总结其发展现状，通过 对比其与体制内外医生集团的战略发展模式来总结其发展模式，通过对比其与国 外医生集团战略运营模式来总结其运营模式，通过分析华西医生集团差异化发展 路径和特点来探究其差异化战略的运作方式，从平台管理、人才管理、市场运营 等方面探究华西医生集团实施差异化战略的问题，从内部和外部两个方面分析造 成问题的原因。最后对华西医生集团差异化战略的发展提出改进建议：加快华西 医生集团医联体平台的制度差异化改革；推广医联体平台的市场运营方案。通过 弥补不足，华西医生集团未来发展的出路必然是运营的高度市场化、管理的专业 化和业务的精细化，一定会成为整个中西部地区乃至全国的优秀医生集团。 关键词：华西医生集团、差异化战略、发展模式、医疗组织机构 Abstract III Study on the Differentiation Strategy of West China Medical Group Abstract: The doctor group is translated by the "Medical Group" in the European and American countries. The medical profession in many developed countries and regions in the world has this form of organization and practice. It can also be called "doctors practicing group" or "doctors practicing organization". Hospital asset management Co., Ltd. set up the "Huaxi doctors group", with a view to providing talents with reserve, expanding the new hospital mode of the industry, and promoting the reform of the medical system. In the process of development, Huaxi Medical Group has made full use of competitive strategy, platform strategy, market segmentation strategy and so on to realize the differential operation of Huaxi Medical Group. The development strategy of Huaxi Medical Group is based on the differentiation strategy, and is committed to the innovation of the medical group within the system. This paper makes a comparative study of Huaxi Medical Group and China's internal, external and American Medical Group, compares the similarities, differences or improvements between Huaxi Medical Group and them, and explores the improvements of Huaxi Medical Group as a medical group within the system. This paper summarizes the current situation of the development of Huaxi doctor group in terms of the relationship between Huaxi doctor group and Huaxi Hospital and its own governance structure, summarizes its development mode by comparing it with the strategic development mode of doctors group inside and outside the system, summarizes its operation mode by comparing it with the strategic operation mode of foreign doctors group, and explores its differentiated development path and characteristics by analyzing the differences of Huaxi doctor group The operation mode of differentiation strategy, from platform management, talent management, market operation and other aspects, explores the implementation of differentiation strategy of Huaxi doctor group, and analyzes the causes of the problems from internal and external aspects. Finally, suggestions are put forward for the development of the differentiation strategy of Huaxi doctor group: accelerating the system differentiation reform of Huaxi doctor Group Medical Association platform; promoting the market operation scheme of the Medical 四川师范大学硕士学位论文 IV Association platform. By making up for the deficiencies, the future development of Huaxi doctor group is bound to be highly market-oriented in operation, specialized in management and refined in business, and it will become an excellent doctor group in the whole central and western regions and even the whole country. KEY WORDS：West China Doctors Group; Differentiation strategy; Development mode; Medical Organization. 目 次 V 目 次 摘要 ................................................................................................................................... I ABSTRACT .................................................................................................................... III 1 绪论 ............................................................... 1 1.1 研究背景与意义 .................................................. 1 1.1.1 研究背景 .................................................... 1 1.1.2 研究意义 .................................................... 1 1.2 国内外研究现状综述 .............................................. 2 1.2.1 国内文献综述 ................................................ 3 1.2.2 国外文献综述 ................................................ 5 1.2.3 文献述评 .................................................... 6 1.3 研究内容与研究方法 .............................................. 6 1.3.1 研究内容 .................................................... 6 1.3.2 研究方法 .................................................... 7 1.4 本文创新点与不足 ................................................ 8 2 相关概念与理论基础 ................................................. 9 2.1 相关概念 ....................................................... 9 2.1.1 差异化战略 .................................................. 9 2.1.2华西医生集团 ................................................ 9 2.2理论基础 ........................................................ 9 2.2.1竞争性战略理论 .............................................. 9 2.2.2平台战略理论 ............................................... 10 2.2.3 STP理论 ................................................... 11 2.2.4差异化战略的理论 ........................................... 12 2.2.5医生集团的相关理论 ......................................... 13 3 华西医生集团的差异化战略现状分析 .................................. 14 3.1 华西医生集团发展现状 ........................................... 14 3.1.1 华西医生集团与华西医院的关系 ............................... 14 3.1.2 华西医生集团的治理结构 ..................................... 14 3.1.2.1 组织的去中心化 ......................................... 14 四川师范大学硕士学位论文 VI 3.1.2.2 组织管理集中与流动 .................................. 15 3.2 体制内外医生集团的战略发展模式对比分析 ..................... 16 3.2.1 体制外医生集团的战略发展模式对比分析 ................... 17 3.2.2 体制内医生集团的战略发展模式对比分析 ................... 19 3.3 国外医生集团战略运营模式的对比分析 ......................... 22 3.3.1 战略运营的相似之处 ..................................... 22 3.3.2 战略运营的不同之处 ..................................... 22 3.4 华西医生集团的差异化战略分析 ............................... 25 3.4.1 战略的差异化发展突出 ................................... 25 3.4.2 差异化战略的特点 ....................................... 26 3.5 本章小结 ................................................... 27 4 华西医生集团实施差异化战略的问题分析 .......................... 28 4.1 平台管理问题 ............................................... 28 4.1.1 医师待遇不公平 .......................................... 28 4.1.2 医师存在潜在职业风险 .................................... 28 4.2 人才管理问题 ............................................. 29 4.2.1缺乏完善的名医品牌 ...................................... 29 4.2.2医生的招聘门槛高 ........................................ 30 4.2.3医生的时间分配不均衡 .................................... 30 4.3 市场运营问题 ............................................... 31 4.3.1 市场营销意识淡薄 ........................................ 31 4.3.2 目标