生態圈的建立風險極高又極度燒錢，雖然一旦成功運轉就得以快速擴張，但前 期需大量投資吸引合作夥伴及用戶加入來驅動強大的網路效應。根據 BCG 調查，多 數嘗試生態圈的企業，從長遠來看僅 15%能永續經營，陣亡率高達 85%，由此可知 透過建立生態圈創造價值確實不容易
因此，本研究以單一個案探討的形式，選定中國平安集團旗下「平安好醫生」 作為個案公司，探討為成功建構一醫療生態圈，應如何透過改變價值要素來顛覆既 有生態圈的價值結構，進而為生態圈的參與者創造超額價值(excess value)，使其願 意採用並投入資源於平安的醫療生態圈;同時，本研究亦探討平安好醫生身為生態 圈的領導廠商，其如何發揮領導力，運用動態能力促進醫療生態圈的形成與長期運 營。依據研究結果，提出以下結論:
1. 在供不應求的產業環境下，生態圈廠商將率先:(1)重新配置供給面相關的連 結(Link)與定位(Position);(2)優先從供給面價值要素切入顛覆生態圈，創造超 額價值，吸引更多供給面參與者加入。
2. 在消費者高度重視服務品質的產業環境下，生態圈廠商領導策略將率先:(1) 投入供給面的重大投資並(2)與供給面參與者建立正式合作，促使供給面參與 者追隨、投入生態圈，並(3)建立供給面的管理制度與問題解決機制管控服務 品質，有助於提升消費者的信任與採用意願，領導生態圈形成。

Establishing an ecosystem carries high risks and requires significant investment to attract partners and users in order to drive a strong positive network effect. Although successful ecosystems can rapidly expand once operational, most companies attempting to build ecosystems, according to a BCG survey, the majority of businesses attempting to create an ecosystem have only a 15% success rate in the long term, with a high failure rate of 85%. Hence, creating value through ecosystem building is undoubtedly challenging.
Therefore, this study adopts a single case study approach, selecting Ping An Good Doctor, a subsidiary of Ping An Group in China, as the case company to explore how to disrupt the existing structure of the ecosystem by changing its elements, in order to successfully construct a healthcare ecosystem and create excess value for its participants to encourage them to adopt and invest resources in the Ping An healthcare ecosystem. Furthermore, this study investigates how Ping An Good Doctor, as a leading firm in the ecosystem, can demonstrate its leadership and use dynamic capabilities to promote the formation and long-term operation of the healthcare ecosystem. Based on the research findings, the following conclusions are drawn:
1. In an industry where supply falls short of demand, ecosystem firms will take the lead in: (1) reconfiguring supply-related links and positioning; (2) prioritizing supply-side value elements to disrupt the ecosystem and create excess value, attracting more supply-side participants to join.
2. In an industry where consumers highly value service quality, ecosystem firms' leadership strategy will prioritize: (1) significant investment in the supply-side; (2) establishing formal collaborations with supply-side participants to encourage them to follow and invest in the ecosystem; (3) setting up supply-side management systems and problem- solving mechanisms to control service quality, which can enhance consumers' trust and adoption willingness and lead to ecosystem formation.

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