自從COVID-19成為全球規模的流行以來，醫療科技產業受到了極大的影響。大量的需求凸顯Med-Tech產業所面臨的問題，包括影響生產的因素，例如：專業的人力資源、原材料的缺乏、生產設備的缺乏以及專業的人力資源…等。不僅需要由內部提高生產率，還需要來自外部的新投資者方能因應產業的需求與發展的趨勢。由於導入資訊轉型是傳統製造商提高生產率的一種流行而有效的方法，因此它將成為醫療科技企業應對近期挑戰的重要選項。簡而言之，無論是要進行數位化轉型的現有公司，還是想要進入現有醫療科技產業的外部投資人，產業的複雜性使得決策者需要同步考慮諸多評估因素。本研究以台灣醫療科技中小企業為研究對象。首先收集文獻並與18位專家進行訪談，以找出台灣醫療科技公司最重要的考慮因素。經過問卷的收集，本研究對新進入的公司進行發展路徑分析。本研究採用獲取和重要性分析（Acquisition and Importance Analysis）和網絡關係圖（Network Relationship Map）方法來探討醫療科技產業數位化轉型的最佳路徑，研究結果發現，從法規系統（Regulation System）、關鍵資源（Key Resources）到市場擴展（Market Growth）是經銷商、供應商和最終用戶三者所共同建議的戰略發展路徑。本研究探究進入醫療科技產業的所需考量因素，所得到的結論則是所有的發展進入路徑皆必須從法規系統開始發展，其中最關鍵的發展路徑是從法規系統到市場擴展。

Since COVID-19 has become a global epidemic, the Medical Technology (Med-Tech) industry has been greatly affected. The large demand highlights the problems of the Med-Tech industry, including production factors such as professional human resources, shortage of raw materials, shortage of production equipment, and professional human resources. In terms of industry development trends, this requires internal Med-Tech operators to increase productivity, as well as new external investors. Since the introduction of information conversion is a popular and effective method for traditional manufacturers to increase productivity, it will become an ideal choice for Med-Tech to deal with recent challenges. In short, whether it is an existing company that wants to perform a digital transformation or an external company that wants to invest a Med-Tech company, the complexity of the industry is a lot of factors that company decision-makers need to consider.
This research focused on investigation of the entry strategy and value-driving forces of Taiwan's Med-Tech small and medium-sized enterprises. First, the study collected literature and conduct interviews with 18 Med-Tech experts to find out the most important factors, Professional Competence (PC), Business Management (BM), Key Resources (KR), Regulation System (RS), and Market Growth (MG), for Taiwanese Med-Tech companies. The aspects from the Med-Tech manufacturers, channels, and end-users were collected. After collecting the questionnaires, the development paths of startup companies were analyzed. This study used the methods of Acquisition and Importance Analysis (AIA) and Network Relationship Map (NRM) to provide the suitable paths for the digital transformation of the Med-Tech industry. The results show that the strategic development path is from the RS, KR, to MG jointly suggested by manufacturers, channels, and end-users. This research explores the critical factors required to enter the Med-Tech industry. The conclusion is that all development entry paths start from the RS, and the most critical development path is from the RS to MG.

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