古老藥香裡的數位演化：泰昌堂三位醫師康博涵、徐瑋隆、湯家誠，談為傳統中醫開一帖當代處方

 

泰昌堂三位創辦醫師與HC 主理人，左至右：湯家誠、康博涵、Jamie、徐瑋隆

 
 

長久以來，中醫的望聞問切與抓藥理氣，是一門高度仰賴經驗傳承的專業。而傳承過程也難免帶著幾分不可言說的隨機性。這種隨機性，雖然充滿了人情味，卻也讓習慣於現代精準步調的我們，在踏入中醫診所時，心底多少抱著一絲未知與距離感。

然而，當承載了三十多年鄰里記憶的老藥行招牌「泰昌堂」，交接到康博涵、徐瑋隆與湯家誠三位年輕醫師的手中時，一場溫柔而堅定的演化便悄然展開。推開大門，裡頭依舊是熟悉的醇厚藥香與溫潤的空間氣息；而在這份傳統底蘊之上，更多了一份新舊揉合的活力，以及截然不同的理性秩序。

他們將現代化的系統思維、數據分析與雲端協作，鋪墊在古樸的藥香之下。在看似隨性自在的空間裡，透過導入數位邏輯，為傳統中醫撐起一套現代化的運作架構。

 
 

  • For centuries, the practice of Traditional Chinese Medicine (TCM)—from its diagnostic methods of observation, auscultation, inquiry, and palpation to the precise dispensing of herbs—has been a profession highly reliant on the passing down of experience. This lineage inevitably carries a certain unspoken randomness. While this unpredictability is steeped in a human touch, it often leaves those of us accustomed to the precise rhythms of modern life feeling a sense of uncertainty and distance when stepping into a TCM clinic.

    However, when the signboard of "Taichangtang"—an old herbal apothecary carrying over thirty years of neighborhood memories—was passed into the hands of three young physicians: Kang Po-Han, Hsu Wei-Lung, and Tang Chia-Cheng, a gentle yet resolute evolution quietly unfolded. Push open the doors, and the familiar, mellow scent of herbs and the warm atmosphere of the space remain. Yet, built upon this traditional foundation is a newly fused vitality and a distinctly different, rational order.

    Beneath the rustic fragrance of herbs, they have laid down modern systems thinking, data analysis, and cloud collaboration. Within this seemingly relaxed and effortless space, the introduction of digital logic has erected a modernized operational framework for traditional Chinese medicine.

 
 
 
 
 
 

當現代系統思維，遇上傳統漢方智慧



Q：看到泰昌堂現在的樣貌，其實很難想像，這裡的前身是一間非常在地的傳統老藥行



泰昌堂： 沒錯，我們的根基是老字號的「泰昌堂蔘藥行」。當時的沈老闆經營了大半輩子，一個人撐起一間店，從幫鄰里抓藥帖、代煎藥湯，到守著火爐熬製枇杷膏，還要處理進出貨、庫存和賬務，每一項都是紮紮實實的體力活。隨著年紀漸增，沈老闆覺得慢慢無法負荷這樣的工作量，才詢問徐瑋隆醫師有沒有意願接手。

傳承背後，隱含著一段因緣。沈老闆年輕時就認識當時陽明醫學院的賴主任，而我們三個都是陽明體系出身。徐醫師家正好住附近，畢業後常去藥行找老闆聊天、摸摸藥材。當時我們大約三十歲左右，當老闆決定要把三十幾年的招牌，無償交給一個沒有血緣關係的年輕人時，靠的就是這種深層的信任與我們共同的使命感。

 
 

  • Q: Looking at Taichangtang today, it’s hard to imagine that its predecessor was a highly localized, traditional herbal apothecary.

    Taichangtang:
    Exactly. Our foundation is the time-honored "Taichangtang Ginseng and Herbal Apothecary." The original owner, Mr. Shen, ran it for most of his life, single-handedly holding the shop together. From dispensing prescriptions for neighbors and brewing herbal decoctions to tending the stove for loquat syrup, while also managing inventory and accounting—every single task was solid, physical labor. As he grew older, Mr. Shen felt he could no longer manage the workload and asked Dr. Hsu Wei-Lung if he would be interested in taking over.

    Behind this succession lies a serendipitous connection. In his youth, Mr. Shen knew Director Lai from Yang-Ming Medical College, and all three of us graduated from the Yang-Ming system. Dr. Hsu happened to live nearby, and after graduation, he would often visit the apothecary to chat with Mr. Shen and examine the herbs. We were around thirty years old at the time. When Mr. Shen decided to unconditionally hand over a three-decade-old brand to a young man with no blood ties, it was built entirely on a profound sense of trust and a shared sense of mission.

 
 

泰昌堂蔘藥行老老闆

 
 

Q：平常經營上，你們三位是如何分工？



泰昌堂： 我們三個沒有刻意硬性的分工，而是依照個人特質自然地將責任「撿起來做」。有人在乎裝潢的基礎工程與除錯，有人重視視覺設計與顧客體驗，也有人全心專注於醫療專業與價值的定錨。我們常笑稱這是「八字都有互補到」，這種沒有三人都忽略的盲區、且每一環節都有人自動補位的特質，是支撐品牌穩定的隱形力量。



Q：從老老闆一個人的體力活轉型到系統化的多店經營，你們是如何打破傳統中醫的框架，建立起這套理性的運作機制？



泰昌堂： 困難在於如何讓傳統參藥行變得現代化且易於管理，並大幅降低人員的學習門檻。

最直接的衝擊出現在財務與庫存管理上。以前老老闆收了錢就隨手放進抽屜，買東西也直接從抽屜拿錢。當我們接手並開始聘請員工時，才逐漸意識到「抽屜經營法」在現代組織裡行不通。這幾年間，我們逐步引進 POS 系統將藥材價格標準化，避免不同人算出的藥價有落差；同時也導入人資與財務系統，減少對個人經驗的過度依賴。

除了基礎系統，我們也利用電子表格與 Google 雲端平台精確控管成本、藥材流向以及內部協作。透過雲端共享所有的醫療案例與考核資料，讓我們能快速進行修正；任何一個分店遇到的問題，都能即時轉化為優化系統的養分。對我們來說，每一個分店不再是孤島，而是一個能自我修正的有機體。

 
 

  • Q: How do the three of you divide the operational responsibilities on a daily basis?

    Taichangtang:
    We don't have a rigid division of labor; instead, we naturally "pick up" responsibilities based on our individual traits. One focuses on the foundational infrastructure and troubleshooting of the interior space; another prioritizes visual design and the customer experience; while the third is entirely dedicated to medical expertise and value anchoring. We often joke that our natural dispositions complement each other perfectly. This dynamic—where there are no blind spots ignored by all three of us, and where someone automatically fills in the gaps at every stage—is the invisible force stabilizing our brand.

    Q: Transitioning from the previous owner's one-man manual operation to a systematized, multi-store management model, how did you break the traditional TCM framework to establish this rational operational mechanism?

    Taichangtang:
    The greatest challenge lay in modernizing the traditional apothecary, making it easily manageable, and drastically lowering the learning curve for staff.

    The most immediate shock came in financial and inventory management. In the past, Mr. Shen would casually toss earnings into a drawer and take money from that same drawer for purchases. It was only when we took over and started hiring employees that we realized this "drawer management method" simply doesn't work in a modern organization. Over the past few years, we’ve gradually introduced a POS system to standardize herbal pricing, preventing discrepancies caused by different people calculating costs. Simultaneously, we implemented HR and financial systems to reduce our over-reliance on individual experience.

    Beyond basic systems, we utilize spreadsheets and Google Cloud platforms to precisely control costs, track herbal supply chains, and facilitate internal collaboration. In our internal communications, we champion a spirit of "sharing" and succession, using the cloud to share all medical cases and evaluation data. This transparency allows for rapid course correction; a problem encountered at any single branch can instantly be converted into insights for optimizing the entire system. To us, each branch is no longer an isolated island, but part of a self-correcting organic whole.

 
 
 
 

❝
在內部溝通上，我們奉行分享與傳承的精神

 
 
 
 

Q：在中醫這個相對傳統保守的領域，為什麼會決定投入這麼多資源在技術與數位開發上？



泰昌堂： 只要科技能協助優化流程，我們都很願意嘗試。過去中醫相對保守，看診常需要打電話或現場排隊苦候；我們很早就導入了 LINE 預約系統，現在高達 50% 到 60% 的患者都是透過數位系統預約，這大幅提升了便利性與患者體驗。未來，我們也計畫結合 AI 工具，應用於「客服回饋」與「後勤管理」上。

 
 

❝
我們的目標是透過科技串聯整個生態系，確保病患不論走進哪一個據點，都能獲得穩定且可預期的醫療體驗

 
 

  • Q: In a relatively traditional and conservative field like TCM, why did you decide to invest so many resources into technology and digital development?

    Taichangtang:
    As long as technology can help optimize our workflow, we are eager to try it. Historically, TCM has been quite traditional—seeing a doctor often required making phone calls or waiting endlessly in line. We introduced a LINE reservation system early on, and today, up to 50% to 60% of our patients book via digital platforms. This has drastically improved convenience and the patient experience. Moving forward, we plan to integrate AI tools into "customer feedback" and "logistical management."

    Our goal is to connect the entire ecosystem through technology, ensuring that no matter which location a patient walks into, they receive a consistent and predictable healthcare experience.

 
 
 
 

在感性與理性間，尋找共鳴的頻率



Q：一個組織不論是要向外擴張，或是內部系統化，人始終是最重要的因素之一。你們在挑選員工時，有什麼特別的堅持或考量嗎？



泰昌堂： 我們認為品格重於能力，最大的底線是誠實。在僱傭關係裡，衝突與摩擦是不可避免的；但在面對挫折時，負面情緒如果被渲染，很容易在團隊裡蔓延開來。另外，我們不害怕花了資源培訓員工後他們卻離職。我們將人員流動視為引進更好的人才與修正制度的契機，只要保持好的企業文化，對的頻率自然會留下對的人才。

Jamie： 你們內部會進行哪些相關的教育訓練？

泰昌堂： 我們會依據不同職務安排定期的讀書會。醫師是兩週一次、每次兩小時，主要探討醫療面向；藥行與辦公室後勤則是一個月一次，討論生活與工作上的應用。今年我們甚至申請了政府的補助案，讓行政團隊一起去上 AI 的課程。

很多組織辦讀書會，最後常常無疾而終。我們能一直持續下去，除了老闆親自參與、營造沒有上下級包袱的討論空間外，還有一個很實際的秘訣：每次一定會準備好吃的餐點和飲料。當大家覺得有收穫又有參與感時，現在甚至不用我們下指令，員工自己就會把下次的主題分配好了。

 
 

  • Q: Whether an organization is expanding outward or systematizing internally, people are always the most critical factor. Do you have any specific principles or considerations when selecting employees?

    Taichangtang:
    The core philosophy remains "character over capability," with honesty being the absolute bottom line.

    In any employment relationship, conflicts and friction are inevitable. However, when facing setbacks, if negative emotions are amplified, they can easily spread throughout the team. Additionally, we aren't afraid of investing resources into training employees only for them to leave. We view staff turnover as an opportunity to bring in better talent and refine our internal systems. As long as we maintain a positive corporate culture, the right frequency will naturally attract and retain the right people.

    Jamie: What kind of internal training programs do you conduct?

    Taichangtang:
    We arrange regular study groups based on different roles. Physicians meet once every two weeks for two hours, primarily discussing medical topics. The apothecary and administrative back-office teams meet once a month to discuss practical applications in life and work. This year, we even applied for a government grant to send our administrative team to AI training courses together.

    Many organizations host study groups that eventually fizzle out. The reason ours have endured—aside from the founders participating directly and fostering an open environment free from hierarchical baggage—is due to one very practical secret: we always provide great food and drinks. When everyone feels they are learning and genuinely engaged, they now even assign the topics for the next session on their own, without us having to give any directives.

 
 

泰昌堂安和院

 
 
 
 

❝
對空間體驗的堅持，是我們建立醫病信任感的重要延伸

 
 

Q：泰昌堂的空間設計非常有辨識度，你們有什麼特定的邏輯嗎？



泰昌堂： 核心邏輯就是「連鎖但不複製」。我們希望空間氛圍能與當地的鄰里氣息融合，不要每一間店都長得一模一樣。例如溫州院，我們保留了舊有咖啡廳營業三十幾年的紅磚牆作為記憶的延伸；健康院則是配合周邊兩千多戶國宅的環境，打造出類似傳統日式走道的風格。

 
 

  • Q: Taichangtang's spatial design is highly recognizable. Do you follow a specific logic for this?

    Taichangtang:
    Our core logic is "chained but not duplicated." We want the spatial atmosphere to seamlessly integrate with the local neighborhood, rather than having every store look exactly the same. For instance, at our Wenzhou branch, we preserved the red brick walls of the previous café, which had operated there for over thirty years, serving as an extension of memory. For the Jiankang branch, we adapted to the surrounding environment of over two thousand public housing units, creating a style reminiscent of traditional Japanese corridors. The patients and the space are the true protagonists; we are simply there to complement them. This dedication to spatial experience is also a crucial extension of how we build trust between doctor and patient.

 
 

泰昌堂溫州院

 
 

泰昌堂天母院

泰昌堂天母院

 
 

泰昌堂安和院

 
 

理出傳統老舖外的經營語言



Q：這些年來拓展品牌的過程，有沒有經歷過什麼商業上的挫折或策略調整？



泰昌堂： 其實我們前兩間店在擴張時，沒有非常詳細的長遠規劃，這也讓我們經歷了一些商業摩擦。例如第二間店時，我們引入了一位「單店股東」。但後來想調動醫師或跨店共享資源時才發現，因為彼此的利益沒有跟整間公司在同個思維上，就產生了矛盾。第三間店也嘗試過跨品牌合作，然而效果也不如預期。

這些經驗也讓我們確立了後續的擴張策略：面對外部合作必須尋求三贏（品牌、合作方、受眾）。如果長遠來看有一方必須吃虧，這個合作最終就會變成消耗。所以這幾年我們其實推掉不少邀約，寧願等能力與時機都成熟了，也不急於擴張。

 
 

  • Q: In the process of expanding your brand over the years, have you experienced any commercial setbacks or strategic pivots?

    Taichangtang:
    Truthfully, when we were expanding our first two branches, we lacked a highly detailed, long-term plan, which led to some business friction. For example, with our second branch, we brought in a "single-store shareholder." But later, when we wanted to transfer physicians or share resources across branches, we realized that because our financial interests weren't aligned with the company's holistic vision, conflicts arose. We also attempted cross-brand collaboration for our third branch, but the results fell short of expectations.

    These experiences solidified our subsequent expansion strategy: when engaging in external partnerships, we firmly insist on seeking a triple-win scenario (the brand, the partner, and the audience). If, in the long run, one party has to take a loss, the collaboration will ultimately become a drain. That’s why, in 2026, we actually turned down quite a few invitations. We would rather wait until our capabilities and the timing are fully mature than rush into expansion.

 
 
 
 

Q：你們時常推出一些跨界的企劃。這些跳脫傳統框架的嘗試，背後有什麼樣的考量？



泰昌堂： 我們很多時候會把生活體驗直接拿來嘗試，也不怕失敗。例如 2022 年我們曾去音樂祭擺攤，甚至賣過茶葉蛋，但實際做了才發現，那樣的環境不一定適合我們的品牌調性。發現不適合，我們就優雅撤出。這些實驗過程能讓我們去蕪存菁，最後留下一些既契合中醫本質，又具備現代生活美感的產品。

經營就是在實踐中解決問題。不論是系統對接的誤差，還是這些有趣的跨界嘗試，最後都會變成我們微調營運方向的重要數據。

 
 

  • Q: You frequently launch cross-disciplinary projects. What are the considerations behind these attempts to break out of the traditional mold?

    Taichangtang:
    Often, we just take our life experiences and turn them into direct experiments, and we aren't afraid of failing. For example, in 2022, we set up a booth at a music festival and even sold tea eggs. But it was only through doing it that we realized such an environment didn't necessarily fit our brand's tone. When we find something doesn't work, we bow out gracefully. These experimental processes allow us to sift the wheat from the chaff, ultimately leaving us with products like our "Mulled Wine Spice Packs"—items that both align with the essence of TCM spices and possess the aesthetic appeal of modern living.

    Management is about solving problems through practice. Whether it’s a glitch in system integration or these fascinating cross-disciplinary experiments, everything is ultimately transformed into data that helps us fine-tune our operational direction.

 
 
 
 
 
 

Q：展望未來，你們如何定義「現代中醫」這個角色，並有什麼具體的發展計畫嗎？



泰昌堂： 要撕下這個傳統標籤確實是個挑戰。但其實不論年輕或老一輩的中醫，本質都是醫療，核心都在於解決患者的問題。

現代化，是為了讓中醫不再充滿神祕色彩與距離感。面對現在資訊爆炸、身心壓力成為常態的社會，我們將中醫定位為時代下的「減壓者」。就像我們講求舒適的空間設計一樣，中醫的作用，是為現代高壓的生活提供一個必要的緩衝與平衡。

在醫療面上，我們希望慢慢推動「專科化」，讓團隊醫師能朝特定的專精項目發展。如此一來，不僅能提升整體的照護品質，也能讓醫師專注發揮所長，獲得更踏實的成就感。

 
 

  • Q: Looking to the future, how do you define the role of "Modern TCM," and do you have any specific developmental plans?

    Taichangtang:
    Tearing off this "traditional" label is indeed a challenge. But in reality, whether it's the younger or older generation of TCM practitioners, the essence remains healthcare, and the core is always about solving the patient's problems.

    Modernization is about stripping TCM of its mystique and distance. In today's society, where information explosion and physical and mental stress have become the norm, we position TCM as the "decompressor" of our times. Just as we prioritize comfortable spatial design, the role of TCM is to provide a necessary buffer and balance for high-pressure modern living.

    Future expansion is inevitable, but more importantly, it is to provide a solid stage where talent can truly shine. On the medical front, we hope to gradually promote "specialization," allowing our team of physicians to develop towards specific areas of expertise. By doing so, we can not only elevate the overall quality of care but also enable our doctors to focus on their strengths, gaining a more grounded sense of accomplishment.

 
 
 
 

採訪｜Jamie Lo ． 編輯｜Fei.W
攝影｜Jamie Lo、ChichiL
 
 
 
Jamie Yelo 是攝影師、創作者，也是 Hey!Cheese 創辦人。他的專欄，是思考與實驗的場域，亦是他在專業與探索之間，不斷建構自我語言與獨特視角的重要延伸。
 
 
 
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