伴隨著國人所得攀升與工商社會的來臨，肥胖逐漸成為我國國人健康窒礙的主要問題之一；事實上，伴隨著體重增加的發生，人體結構在器官運作負荷與相關生理事宜都將發生程度上的改變，此時，若無專業醫療適當地介入、評估與治療，減重一事對於肥胖者而言，可能會造成身體隱藏的副作用或代謝問題。有鑑於此，近年來在我國，隨處可見各級醫療院所陸續設立專責的減重門診；本研究之目的建立在企業經營策略之角度，以A診所為個案探討對象，總結出A診所面臨現今的經營環境，應有的事業組合與競爭策略。研究結果顯示，A診所面對當前與未來的經營環境有三大策略，如下:
一、減重醫學尚以藥物處方為主，其他方法為輔
二、以自身院所資源為基礎，擘劃合適的複合式醫療經營模式
三、善用科技來建立減重病患在療程中的共創價值

With the rising income of Chinese people and the advent of the industrial and commercial society, obesity has gradually become one of the main problems of Chinese people’s health. In fact, with the occurrence of weight gain, the body structure will suffer from the degree of organ operating load and related physiological issues. Change. At this time, if there is no professional medical intervention, evaluation and treatment, weight loss may cause hidden side effects or metabolic problems in the body for obese people. In view of this, in recent years in my country, medical institutions at all levels have successively set up dedicated weight loss clinics; the purpose of this research is based on the perspective of corporate business strategy, taking the A Clinic as a case study object, and summing up the A Clinic Facing the current business environment, the business combination and competitive strategy should be needed. The results of the research show that A Clinic has three major strategies for the current and future business environment, as follows:
1.Weight loss medicine is still based on drugs; other methods are supplementary.
2.Planning a suitable appropriate medical business model based on its own hospital resources.
3.Co-creating health value with well applying novel technology

中文文獻
工研院IEK(2013) 。逆轉勝！台灣先進製造的新動力。
尤傳莉譯(2012)。獲利世代。臺北：早安財經文化。
古永嘉(1996)。企業研究方法。台北：華泰。(林柏堅，2016
吳柏賢（2010）。台灣血糖測試產業之商業模式的個案研究。國立交通大學管理學院碩士在職專班工業工程與管理組碩士論文，新竹市。 取自https://hdl.handle.net/11296/mvr59v
國家發展委員會(2020)。2070年較2020年人口變動數，取自https://www.ndc.gov.tw/Content_List.aspx?n=3CF120A42CD31054，上網檢索日期2021年2月11日
國民健康署(2013)。肥胖防治白皮書，取自https://www.hpa.gov.tw/Pages/EBook.aspx?nodeid=3813
國民健康署(2018)。取自https://www.hpa.gov.tw/Pages/Detail.aspx?nodeid=3999&pid=11145
陳彩稚(2012)。企業風險管理，前程文化。
衛生福利部國民健康署(2019)。2019國民健康署年報。
蘇義鈞（2018）。研發導向之骨科醫療器材公司的競爭策略、商業模式與行銷策略分析-以台灣微創醫療器材公司為例。國立臺灣大學事業經營碩士在職學位學程碩士論文，台北市。 取自https://hdl.handle.net/11296/uw7z6y

 
英文文獻
AAOS(2020). https://www.aaos.org/annual/plan-your-experience/aaos-2020-annual-meeting-information
Andrews, D. F., Gnanadesikan, R., & Warner, J. L. (1971). Transformations of multivariate data. Biometrics, 825-840.
Besanko, D, Dranove, D and Shanley, M (2000) Economics of Strategy, John Wiley and Sons, NewYork, 2nd Edition
Chandler, A. D. (1962). Strategy and structure: chapters in the history of American industrial enterprises. Cambridge. hlass.: MIT Press, 14, 16.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.
Eisenhardt, K. M., & Martin, J. A. (1989). Dynamic capabilities: what are they?. Strategic management journal, 21(10‐11), 1105-1121.
Hamel, G., & Prahalad, C. K. (1990). The core competence of the corporation. Harvard business review, 68(3), 79-91.
Hofer, C. W. and D. Schendel. Strategy Formulation.Analytical Concepts, West Publishing, St Paul, MN,1978
Johnson, P. T., Hartson, R. B., Larson, D. J., & Sutherland, D. R. (2008). Diversity and disease: community structure drives parasite transmission and host fitness. Ecology letters, 11(10), 1017-1026.
Klein, J. A., Edge, G. M., & Kass, T. (1991). Skill-based competition. Journal of General Management, 16(4), 1-15.
Leean, C. (1981). Learning projects and self-planned learning efforts among undereducated adults in rural Vermont. University of Vermont, College of Education and Social Services, Department of Organizational, Counseling and Foundational Studies.
Massa, L., & Tucci, C. L. (2013). Business model innovation. The Oxford handbook of innovation management, 20(18), 420-441.
Meuser, M., & Nagel, U. (1991). Expertlnneninterviews—vielfach erprobt, wenig bedacht. In Qualitativ-empirische sozialforschung (pp. 441-471). VS Verlag für Sozialwissenschaften, Wiesbaden.
Nickols, F. (2000). The knowledge in knowledge management. The knowledge management yearbook 2000-2001, 740, 12-21.
Ohmae, K. (1983). The mind of the strategist: Business planning for competitive advantage.
Osterwalder, A., & Pigneur, Y. (2012). Designing business models and similar strategic objects: the contribution of IS. Journal of the Association for information systems, 14(5), 3.
Porter, M. E., & Advantage, C. (1985). Creating and sustaining superior performance. Competitive advantage, 167, 167-206.
Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Irwin Professional Publishing.
Rabini, A., Piazzini, D. B., Tancredi, G., Foti, C., Milano, G., Ronconi, G., ... & Marzetti, E. (2012). Deep heating therapy via microwave diathermy relieves pain and improves physical function in patients with knee osteoarthritis: a double-blind randomized clinical trial. Eur J Phys Rehabil Med, 48(4), 549-559.
Robbins, S. P., & Judge, T. A. (2006). Organizational Behavior Fiourteen Edition. New Jersey.
Sanchez, R., & Heene, A. (1997). Competence-based Strategic Mangement: Concepts and Issues for Theory, Research and Practice. In Competence-based strategic management (p. 3042). John Wiley & Sons.
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of management review, 32(1), 273-292.
Stake, R. E. (1995). The art of case study research. sage.
Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long range planning, 15(2), 54-66.
Yin, R. K., & Moore, G. B. (1987). The use of advanced technologies in special education: Prospects from robotics, artificial intelligence, and computer simulation. Journal of Learning Disabilities, 20(1), 60-63.