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The document discusses the differences between the biomedical industry and traditional businesses. It notes that the biomedical industry has traditionally been stakeholder-oriented and not-for-profit focused on intellectual labor, while businesses are stockholder-oriented and profit-driven, focusing on turning assets into commodities. Bridging this gap between the two approaches poses challenges to developing the biomedical industry.
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- 4. Add Your Text Add Your Text Add Your Text Medical Electrical Equip. Add Your Text Add Your Text 4 Add Your Text
- 8. Challenges
- 15. not-for-pro?t pro?t-oriented handicraft manufacture whole value chain fee-for-service capital gain intellectual labor entrepreneur stakeholder stockholder Intangible asset cannot Intangible & tangible be traded asset are commodity
- 16. King of king?
- 17. BioMedical Industry!! Medicine Business
- 18. stakeholder stockholder fee-for-service capital gain not-for-pro?t pro?t-oriented intellectual labor entrepreneur handicraft manufacture whole value chain Intangible asset Intangible & tangible cannot be traded asset are both commodity
- 19. 40% margin
- 20. A school of fishes.... 19
- 28. whats desirable whats possible whats viable
- 29. whats viable whats possible whats desirable
- 30. Marketing Strategy: What are the customers telling us? What are they hungry for? whats viable whats possible whats desirable
- 31. Partnership Strategy ( ): expertise-focusing resource-sharing opportunity-risk-sharing whats viable whats possible whats desirable
- 32. Leader in Technology whats viable whats possible whats desirable
- 33. =Innovators+Customers Technology whats possible Business whats viable Customer whats desirable who create the products through their expertise and need
- 34. 07-09 Concept Prototype Foundry CIS Design House IC Package & Test Lens LED SPBC Precision Molds
- 35. Core?Competence
- 36. 22/22
- 37. Cooperation Starts from... Profit Sharing 31
- 38. 96 6 15 96 7 4 110 12 31 32
- 39. 33
- 40. ? ( ) (pre-clinical) ? =Class III ? ( ) , ? ( ) 34
- 41. >10% 35
- 42. 36
- 43. 50% 37
- 44. C C C C 38
- 45. i- From clinician-driven society to a profit-driven industry
- 46. (PCA) PCA
- 47. PCA PCA 95% in Taiwan PCA PCA 80% in China
- 48. PCA Hospital Doctor Patient PCA Vendor
- 49. PCA Hospital Doctor Patient PCA Vendor
- 50. PCA & KPI& ( ) Hospital Doctor Patient PCA Vendor &
- 51. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
- 52. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
- 53. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
- 54. PCA & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
- 55. PCA Key Account & KPI& ( ) Hospital KPI Doctor Patient PCA Vendor &
- 56. PCA 8 & KPI& ( ) Hospital Doctor Collection & Analysis Patient PCA Vendor &
- 57. & PCA 8 =0 KPI& ( ) Hospital Doctor Collection & Analysis Patient PCA Vendor &
- 58. What Key Accounts Really Need? ? Value-added tool pocket $ ? Managerialperformance ? Academic performance i-Pain Acute Pain Service
- 59. What Key Accounts Really Need? KPI& ( ) Doctor ? Value-added tool pocket $ ? Managerialperformance ? Academic performance i-Pain Acute Pain Service
- 60. Key Account! Clinical Network: surgeons patients nurses pharmacists.... 45
- 64. 48
- 65. Supplier Input Process Output Customer
- 66. Customer Output Process Input Supplier
- 67. Interaction Feedback Loop Clinician Satisfaction Vendor Satisfaction TQPM logistic management (total quality pain management) marketing comprehensive database supply/inventory high throughput research database remote monitoring Patient Satisfaction customized protocol patient-centered service personal pain diary real-time monitor
- 68. Interaction Feedback Loop Patient Satisfaction Vendor Satisfaction customized protocol logistic management patient-centered service marketing personal pain diary supply/inventory database real-time monitor Clinician Satisfaction TQPM (total quality pain management) comprehensive database high throughput research remote monitoring
- 69. Interaction Feedback Loop Clinician Satisfaction Patient Satisfaction TQPM customized protocol (total quality pain management) patient-centered service comprehensive database high throughput research personal pain diary remote monitoring real-time monitor Vendor Satisfaction logistic management marketing supply/inventory database
- 70. Interaction Added Value to Stakeholder 1 ? ? ?
- 71. Interaction Added Value to Stakeholder 2 3
- 72. Welcome to a brave new world Sunscope ?
- 73. The story began when SARS...
- 74. Why not LED+CMOS inside!
- 79. 2/22
- 80. 2/22
- 81. 2/22
- 82. 68% 32% Olmpus J & J Tyco Boston Scienti?c Karl Storz Smith & Nephew Sunscope 2/22
- 86. 10/22
- 87. CMOS 11/22
- 88. + 13/22
- 90. A Good Idea? 1. disposable endoscope 2. rapid prototype +) 3. fast clinical trial = A Clinician-based Design House
- 91. Value-adding board structure One Stop Shop Globalization Flagship Company Key component Marketing & Sales Design house supply chain & channel 65
- 92. Value-adding board structure One Stop Shop Quantum Globalization Leap! Flagship Company Key component Marketing & Sales Design house supply chain & channel 65
- 94. P
- 95. ? Innovation focuses on... idea (e.g. paper) product (e.g. patent) management (e.g. process) ? Entrepreneur focuses on... Pro?table business
- 96. stakeholder stockholder fee-for-service capital gain not-for-pro?t pro?t-oriented intellectual labor entrepreneur handicraft manufacture whole value chain Intangible asset cannot Intangible & tangible be traded asset are commodity
- 97. stockholder capital gain pro?t-oriented entrepreneur whole value chain Intangible & tangible asset are commodity
- 98. 70