近年來，台灣地區醫療院所面臨外在環境急劇的變化，由於特殊的產業特性，除了要發揮其對於人類健康救助的使命外，在經營發展上，更要面對直屬主管機關的法令限制，各個同業或供應商之間的競爭與合作，以及因應顧客需求等，而這些因素都會影響各別醫院策略導向之制定。就醫療產業而言，一般醫院在制訂策略時，對於策略層面的考量也較不完整，由於產業動態與變化對於企業策略的制定有很大的影響，在搭配產業競爭考量下的公司策略制定才能達成公司整體目標。本文以國內外學者所提出不同觀點的策略學說，應用於醫療產業分析，以往競爭策略架構的分析模式多引用Porter的五力分析，本文另從司徒達賢提出的策略矩陣分析法中之產業及策略分析構面來加以考量，加上Ginter，Swayne and Duncan(1998)之醫療管理分析模型及吳思華所提出的策略九說，使得在實務分析上更為完整，以期藉由此分析方式，提供醫療產業更豐富多元的思考模式。 Recently, the health care industry in Taiwan is facing the dramatic change of external environment. Owing to the specific attributes of industry characteristics, the strategic mission of hospital is not only to improve the quality of health care service but also to cope with the regulations and constraints made by government. Meanwhile, handling the competitive and cooperative relationships with competitors and suppliers is as important as satisfying customers needs for hospital managers. There is no popular normative model for decision makers analyze industrial competition and to formulate strategy in the field of hospital strategic management. Combined with (1) ”The Five Competitive Forces analysis” proposed by Michel E, Porter (2) ”Strategic matrix analysis” proposed by Dah-Hsian Seetoo, (3) ”Strategic Management of Health Care Organizations” proposed by Ginter, Swayne and Duncan (1998), and (4) ”The Nature of the Strategy” proposed by Se-Hwa Wu. This paper tries to combine these theoretical perspectives and highlights a normative model and it's details for industrial competitive analysis and strategy formulation. One side of academic aspect, we expect this model could generalize to apply to other industry as well as to health care industry. On the other side of practical aspect, we expect to offer CEO of hospital a more complete and fruitful framework for strategic and competitive analysis.