本研究以邱志聖（2020）所提出的 4C 策略架構為理論基礎，探討在「相信品」（credence goods）屬性強烈的預防醫學市場中，自費診所如何透過制度化策略設計，建立可持續的顧客價值創造模型。研究以臺北市「美好健康診所」為單一個案，採質性研究方法，蒐集 2023 年至 2025 年間之實際經營資料與顧客行為數據，從 C1「外顯單位效益成本」、C2「資訊搜尋成本」、C3「道德危機成本」、C4「專屬陷入成本」四構面進行分析。
研究結果顯示，美好健康診所成功驗證 4C 架構於相信品市場中的優先順序：C3（信任成本）> C1（效益成本）> C4（陷入成本）> C2（搜尋成本）。其經營策略核心在於「制度化信任」之建立：以 3,500 元分子點滴作為低嘗試門檻（C1），導入 FAB 價值溝通重塑顧客感知；透過功能醫學檢測與醫師一對一解說降低資訊不對稱與信任風險（C2、C3）；再以固定團隊、健康檔案與會員制度累積專屬資產（C4），形成「體驗—信任—升級—留存」之循環。
研究進一步指出，預防醫學診所的競爭力不在於療程或設備差異，而在於「信任生產機制」是否可被制度化、標準化與複製化。診所藉由標準化客戶旅程、統一價值語言及數據導向追蹤，使信任從「個人」轉為「組織」資產，達成年複購率 78%、顧客推薦率 32%之績效。最後，本研究提出三項建議：一、同業應以低門檻入場結合信任升級取代高單價推銷；二、診所應深化制度化信任機制與數位健康檔案系統；三、政策面應推動功能醫學檢測納入部分健保給付，促進全民健康壽命（Healhspan）之延長。

This study adopts Professor Chih-Sheng Chiu’s 4C strategic framework as its theoretical foundation to examine how self-pay preventive medicine clinics operating in a market characterized by strong credence-goods attributes can design institutionalized strategies to establish a sustainable customer value-creation model. Using “Mayhow Health Clinic,” located in Taipei, as a single-case study, the research employs qualitative methods and analyzes operational data and customer-behavior records collected between 2023 and 2025. The analysis is conducted across the four dimensions of the 4C framework: C1 “Cost of Observable Unit Benefits,” C2 “Information Search Costs,” C3 “Moral Hazard (Trust) Costs,” and C4 “Lock-in / Switching Costs.”
The findings reveal that Mayhow Health Clinic demonstrates the priority order of the 4C framework within credence-goods markets: C3 (trust cost) > C1 (benefit cost) > C4 (lock-in cost) > C2 (search cost). The core of its business strategy lies in establishing “institutionalized trust.” This is achieved by introducing a low-entry-barrier molecular IV drip priced at NT$3,500 (C1) and applying FAB-based value communication to reshape customers’ perceived value. The clinic further reduces information asymmetry and trust risks through functional-medicine testing and one-on-one physician consultations (C2, C3). Additionally, a fixed medical team, longitudinal health records, and a tiered membership program help accumulate exclusive customer assets (C4), forming a cycle of “Experience → Trust → Upgrade → Retention.”
The study further argues that the competitive advantage of preventive medicine clinics does not stem from differences in therapies or medical devices, but rather from whether their “trust-production mechanisms” can be institutionalized, standardized, and replicated. Through standardized customer journey design, unified value communication, and data-driven tracking, the clinic successfully transforms trust from an individual-level resource into an organizational asset, achieving an annual repurchase rate of 78% and a customer referral rate of 32%. Finally, this research proposes three recommendations: (1) industry practitioners should adopt low-entry, trust-building pathways rather than relying on high-priced sales tactics; (2) clinics should further enhance institutionalized trust mechanisms and invest in digital health-record systems; and (3) at the policy level, integrating functional-medicine diagnostics into partial National Health Insurance coverage would help promote an extension of national healthspan.

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