本研究採用「半結構式訪談」方式進行深度訪談，來收集所需之資料，透過「三角檢定法」，來檢定全國醫院院方的管理階層、專業獸醫生與顧客等三方面，直到所取得的資料達到飽和，並異中求同萃取出符合本研究的新構面；以「紮根技術」來分析與收斂訪談資料，根據觀念性架構之研究構面，來衍伸出新的主要範疇與次範疇，進一步發展出新的理論模型。
本研究根據研究動機與目的，發展出觀念性架構（SCP模式），研究結果與結論則根據SCP模式發展擁有「策略」（Strategy)、「資源」（Resource)、「能力」（Capability)、「價值」（Value)與「網絡」（Net-working)之SRAVN模型。透過SWOT分析來訂定組織「策略」，分別以行銷據點和顧客推廣來應用組織「資源」，及以規劃種子計晝與實習計晝來應用組織「資源」；透過資源基礎理論來檢視組織「資源」，且以中央系統、扣款零錢包與ICT來形成組織「網絡」；透過核心能力與商業能力來檢視組織「能力」，且以教育訓練、HRIS系統與實習制度來形成組織「網絡」；透過内部組織價值與外部顧客價值來檢視組織「網絡」；最後透過「策略」、「資源」、「能力」與「網絡」的供應與補給來達到符合商品化、品牌連鎖化以及國際化之「價值」。

This study was adopted a case study, following the principle of qualitative methods, to collect the data and information that research aimed to answer for, and a semi-structured interview was employed to get the deeper information from the top managers of the National Veterinary Hospital (NVH).
The outcomes of the research would propose on a theoretical model to illustrate a conceptual framework (SRAVN) based on SCP model, which try to indicate the key dimensions for how a chain Vet hospital to develop its business strategy, how to answer for its organizational value proposition, based on its resource and how to build up its social networking to link the target market, and leverage its capabilities to outperform it business performance.
The framework would reveal how to use the SWOT to come out the business strategy and plan it blueprint, depend on its features and resources, also answer for business value proposition. Second one, the paper would draw up how an organization synergize its resources to achieve its advantages, such as seeding plan, intern training, to lead other competitors. Third one category could demonstrate how to use ICT to accomplish a sound social networking to accelerate the utilities of information. The fourth part would unfold how a Vet hospital cultivates its HR as unique, exclusive capabilities. Briefly, the research would draft up a conceptual framework on how a vet hospital achieve its business performance and how to duplicate its success for market development.