Has the cold winter of social medicine come? Deep analysis countermeasures.

Wen: Liu Mochao (Deputy General Manager of Beijing Aiyuhua Women's and Children's Hospital) non-public medical treatment is facing great difficulties in obtaining high-quality doctors, the land is poor, the coverage of the flow of people is insufficient and the cost is high, the license restrictions are many, the brand gap leads to a large gap in public trust, while the new hospital built by the public three A from the equipment, facilities, environment, information technology is compared to the general non-public institutions occupy an absolute advantage, it seems that non-public institutions only in the mobilization efficiency, flexibility and market sensitivity.
in such an environment, how can we use our comparative advantage to build the core competitiveness of non-public health care, so as to survive in the future environment? Winter, as a counter-cyclical medical services industry is also experiencing its own winter.
10 years to make capital realize that the health care industry seems to be a rejection of capital, only sowing no harvest of the industry.
10 is not short for the learning cycle of capital, but for the development of a hospital and the process of medical reform is a wave of impeachment.
the difficult process of health care reform, as can be seen from the fact that time lags far behind other industry reforms.
the other side of the line of sight, whether it's state-driven health-care reform or Internet gaze that's trying to "disrupt" the healthcare industry, has changed.
many of the slogans of Internet health care have changed from "disruptive medicine" to "embrace medical care", and whether the Internet is new or non-public, there is great resistance to the exploration of medical services.
important reason for this is that the chain of "government regulation - public hospitals - establishment - health care payments" is unusually strong.
Whether it is a single point at the payment level to work hard at the commercial insurance or HMO model, at the doctor level to work hard at the doctor's level of the group of doctors, at the hospital level of the private hospitals, or at the customer level to work hard on-line consultations, are not very good results, at present only to supplement the existing system, to help medical reform, to help the development of the public system, or with the existing institutional resources misplaced, complementary business ideas have achieved phased success.
On the other hand, under the "government supervision-public hospital-business establishment-health insurance payment", the state has included medical care in the basic living security category, and public hospitals have laid down the overall pricing level and subsidy mechanism of the market with lower pricing and medical insurance payments, greatly reducing the market space for non-public medical services.
these two reasons for the non-public medical market space has been greatly compressed.
the most important issue for non-public health care at this time is to choose its "market positioning".
At present, there are basically two kinds of positioning ideas, one is evasive positioning: in some public difficult to operate, differentiated characteristics, or relatively marginal areas of layout (women and children, medical beauty, physical examination, ophthalmology, oral, rehabilitation, clinics, genetic testing, etc.) ), the second is complementary positioning: in some of the sub-areas that help medical reform and public complementarities and promote each other (rehabilitation, intelligent medicine, online medical, AI-assisted, medical academic training platform, of course, traditional medicine, equipment, information technology, channels also belong to the category of supporting public development, but not medical institutions).
Most non-public medical institutions belong to the first category of positioning, public and non-public positioning seems different, but in many cases, patients are still directly compared with the price, technology, services, brands, location and accessability of the two factors, and in these aspects of the public triple-A can basically crush the general non-public institutions, especially in areas rich in medical care, whether it is talent, technology, teaching and scientific research, or the original private proud environment, services, internal management, which makes non-public medical institutions under great pressure.
, I have always believed that the capital layout of single medical institutions, should not focus on the return on the returns of monosym units.
In the future layout of the large health industry, medical institutions (including connections with doctors) as the central nerve and flow in the medical map, connectors, is the core resources of the master, as the future of science and technology, AI dataization of an important testing ground, and even the entire life service model of one of the core pillars, will play an important role in the process of major health changes.
as a medical person in it, we can't help but ask, in the face of the public Giants greatly compressed market space, non-public health care will be how to winter? Non-public medical treatment in access to high-quality doctors are facing great difficulties, poor land, insufficient coverage and high cost, license restrictions, brand gaps lead to a large gap in public trust, while the public three-a-house construction of new hospitals from equipment, facilities, environment, information technology compared to the general non-public institutions occupy an absolute advantage, it seems that non-public institutions only in mobilization efficiency, flexibility and market sensitivity still have some advantages.
in such an environment, how can we use our comparative advantage to build the core competitiveness of non-public health care, so as to survive in the future environment? How to deal with the above difficulties, let's start with the current hospital's two qualities.
is that public health care is in a typical supply-side market, while non-public health care is gradually transitioning to a typical demand-side market.
the industrial era of the Industrial Revolution solved the problem of human material shortage, material from shortage to relatively abundant, and the supply-side economy is gradually over-supplying the demand-side economy.
hospitals are part of the medical service industry, but they have always shown extremely "intro-looking" qualities, and in the fierce market competition for customers to kill the eyes of the "service industry".
a public triassic building stands at the heart of the ground, and every patient has their most humble side in front of hospitals and doctors.
processes, environment, department settings and product services within public hospitals have changed little over the past 20 years.
can be seen that the public health care in general in the typical supply market, that is, most of the time customers in front of doctors, hospitals are vulnerable groups.
And customers are constantly on non-public health care more and more stringent service standards, medical technology to improve the requirements, and led to more fierce competition in price, this large public supply side, non-public demand side of the state once let non-public institutions very lost, in fact, this over-demand has been basically completed.
second trait is that healthcare is a low-frequency, serious and private industry.
it is important to differentiate health care from the general consumer services industry.
First impact, in the low-frequency demand, accompanied by information asymmetry, for the common disease part of the patient will buy their own medicine treatment, some patients with conditions will carefully choose large public consultation and treatment, leaving neither non-public entities nor online institutions of the customer is very few.
a large proportion of people who come to non-public institutions go to public multi-point specialists, or to public referrals, which is not the core competitiveness of non-public health care itself.
Second impact, low-frequency demand led to brands can not quickly enter the customer's mind, can not form a repeat consumption and memory, so most of the hospital's well-known brands are really "hundred-year-old", rather than public development often do not have this time.
third impact, compared with the same low-frequency consumption of tourism, the needs of the medical itself is passive, resulting in users are difficult to be stimulated by advertising, endorsement and other means, many marketing means are not very good use.
Fourth, the focus on privacy and authority characteristics make customers in many cases because of privacy do not want to spread, can not form our expectations of word-of-mouth (in some departments such as women, mouth and other suitable and people chat projects still apply word of mouth), the government will also regulate, block some of the spread of fission, some exaggerated viral transmission in the medical market is often counterproductive.
Marketing itself is the competitive advantage of any non-public enterprises, but the above characteristics in terms of demand and market make the days of non-public medical care more difficult, traditional, new media, market-oriented means of communication are not necessarily able to play a very good role.
With one difficulty and two characteristics, I think the future of non-public medical treatment needs to promote the process of "extrophic evolution" with a more open mind on the basis of "intro direction", acquire the "outward-oriented" vision, and build a matching internal organizational form and other necessary support.
National here is not to discard the domestic and foreign predecessors inherited from the decades of experience of the hospital to build the crystallization of knowledge, such as budget system, performance system, cost accounting system, internal control system, academic development system, teaching system, specialized system, compensation system, and so on, some are also in constant evolution and transformation, more is the crystallization of decades of operating experience, all-energical and very practical, worthy of every medical person to learn from.
The above-mentioned system is certainly necessary to support the survival and development of each hospital, but carefully observed that none of them is from the hospital itself, with a "big provider" mentality to think about the results of development, which reflects the current domestic medical thinking is still from their own point of view, which is now the third largest public or 10 years ago non-public medical institutions are suitable.
but now, if we think we only need a few departments, a few equipment, and then dig up a few experts, invest millions to do the market can survive? Or we do a good job of these fine management needs to do a good job, play out the efficiency of the organization will become concord, Changyu-like industry leaders, is unrealistic.
these are necessary for hospital survival, but they are not enough.
We are in a difficult situation, two traits of the situation, the first thing to do is to look at the outward transformation of perspective, only concerned about what they have, can do, how to do the efficiency is far from enough, marketing and internal operations, medical services to think is also possible, for non-public institutions, in the overall promotion of "outward-oriented evolution" is the new era of development of the necessary process, everything in the exploration, need to constantly try and improve.
"outward-oriented evolution" of non-public medicine refers to a shift from "supply-driven" to "customer-driven".
can be divided into five objectives, one, positioning based on the market, misplaced public leaders.
, according to customer needs to create departments, projects, processes, products.
, to provide more convenient, user-accessible services.
, to provide improved medical services.
, carry out marketing in line with medical qualities.
saturday and become a part of the flybom.
first, positioning market-based, misplaced public leaders for non-public medical institutions, our first issue has always been "positioning."
in the past Blue Sea period, we can according to their own fresh, characteristic business choice positioning.
Today's medical services market we not only have their own expertise in the advantages of disciplines, but also need to refer to the local population, demand, disease spectrum, consumption capacity has a keen sense of smell, at the same time, for the public research of similar disciplines is essential, and need to be used to determine the initial positioning of the hospital and the possible direction of subsequent extension, the goal is to establish a unique core competitiveness in the region.
focus here on public research.
For example, if we are going to open a children's hospital in Beijing, we can investigate the Beijing Children's Hospital, the Capital Institute of Pediatrics affiliated children's hospital two leaders and a private children's hospital, can comb several hospitals corresponding to the core internal and external science projects, according to the size of the department, the number of doctors in the department to judge the strength of the department and the weight in the hospital; How much more is there; how much room is there to measure future prices through out-of-charge, high-end customer ratios, market sensitivity to prices; whether there is still much room on the supply side through indicators such as whether public prices are too low to lead to insufficient supply, and whether there are a number of projects that can be carried out but not carried out; Especially those disciplines that are well-known, have a high proportion of patients in the field and have serious waiting conditions, non-public should try their best to develop a strategy of co-construction with the public in this field, so as to build their own departments by means of public prestige and strength, and to absorb the public overflow of patients.
2) For public departments that are unwilling to develop or are weaker, it may be due to low cost-effective public active exclusion of patients.
If the subject also has more patient needs, with a certain amount of out-of-health insurance programs (or non-public itself can be priced independently), then we can focus on this discipline as an option to build.
3) For several core projects in a section, the public wants to carry out but for various reasons (equipment, personnel, policies, pricing, matching with the original business, etc.) has not yet been carried out, while there is a larger pricing space, that is what we can focus on building.
4) For the public disciplines in the majority of consumption is outside of health insurance, self-funded, high-end customers more disciplines, the operation of the difficulty is not much investment, but also we should focus on.
5) We can refer to the local leading private children's hospital discipline configuration, if the position is different, their actual operating results are worthy of our reference and reference.
6) Of course, we need to dig through our own more keen sense of smell than large institutions, leading the demand that is not seen by the public, as before the medical examination, high-end women, oral medicine, medical beauty and other business.
After choosing a good discipline orientation and future development direction, we need to recruit the right talent, generally can refer to the following criteria: 1) in the industry has a certain reputation, academic, association resources, with the basis for cooperation with the big three; resources and capabilities; 3) have the ability and awareness of department management, 4) have knowledge of discipline construction, have forward-looking, 5) have basic management ability for other clinical, medical, administrative cooperation, and 6) have sensitivity and execution to the needs of the market and customers.
In second, according to the needs of patients to reconstruct departments, projects, products, services 1) from the patient's symptoms, perception, direct needs, thinking and planning some special disciplines, such as the current popular sports rehabilitation center, cardiovascular chronic disease management center, reproductive center, pain center, fever center, sleep disorder center, child growth and development center, visual center, etc. ;
2) from the "special stage of the customer" to face the needs, focus on creating a closed-loop overall service.
such as "neonatal centers" for newborns, such as noodles.