Mr. Yu Fei, a famous brand marketing expert, pointed out that market positioning is the key problem that all hospitals and products should solve first.
The so-called positioning is to seek the positioning of hospitals or products in the industry and market, and to identify their target consumer groups and development direction. Improper or vague positioning will not only make it difficult to form a clear distinction with market competitors and seize the ideal market share, but also lose the expansion energy and motivation with the increasingly fierce competition and the growth of enterprises themselves, and will be eliminated at a certain stage. This is the core of market positioning theory.
Under the strong pressure of public hospitals, private hospitals try to use the integration and optimization of various media to increase market volume through advertising. But now many hospitals have made the same mistake, that is, the positioning is the same or vague, and there is no distinct and unique "market point" that is effectively different from other hospitals.
Patients' immunity to medical treatment is enhanced, and they know what can and cannot be cured. If all hospitals can face patients with the same face in the same way, why do patients think of you first and why do they have to come to you for treatment? In other words, the market positioning and attention should be "accurate" and the distinction should be clear, that is, we should hit the nail on the head, directly tell the superiority of the hospital and the service functions that others do not have, so that others will never forget it. When you are sick, your medical equipment, instruments, medical care and.
The rise of private hospitals, like the development of other things, is the inevitable product of historical development. Since its germination in 1990s, it has experienced three stages: germination, development and maturity. However, as far as the development status of private hospitals is concerned, there are more than 300,000 medical institutions at all levels in China, including more than 654.38+0.3 million non-public medical institutions and about 654.38+0.500 private hospitals with a certain scale. According to the statistics of authoritative departments, although the total number of private medical institutions at all levels in China has accounted for the vast majority, the number of patients admitted by them only accounts for 2.7% of the total number of patients admitted by medical institutions in China, and the number of patients admitted by hospitals accounts for 2.5% of the total number of patients admitted by medical institutions in China. Private hospitals only account for less than 3% of the medical market in China, while the medical market in China exceeds one trillion yuan every year.
This situation has sounded the alarm for the development of private hospitals. As marketing guru kotler said, "In a highly competitive industry, the key to gain competitive advantage is product differentiation", so the idea of how to carry out differentiated marketing in private hospitals came into being.
It is difficult for developing private hospitals to occupy a place in the vast market if they don't tailor-made "differentiation" characteristics according to their own conditions. Private hospital marketing can only win in competitive differentiation!
Lanzhiyang International Marketing Consulting Company, led by Mr. Yu Fei, a famous brand marketing expert, summed up the following two conclusions when tracking hospital customers. If private hospitals want to take the road of differentiation, they must abide by the following two points: the service concept of private hospitals is differentiated; Differentiation of service promotion in private hospitals.
Differentiated service concept: protect private hospitals!
The military forces have not moved, and the concept comes first. With advanced ideas, there will be extraordinary practice.
In this new era of knowledge and information, people's thinking is undergoing drastic changes, and all walks of life are constantly giving new meaning to service. If private hospitals still follow the traditional rigid old ideas of public hospitals at this time, they will not be able to adapt to the development of the times and formulate differentiated service strategies, let alone provide differentiated services for patients. Therefore, private hospitals must formulate differentiated service strategies according to their own characteristics in order to gain a foothold.
At this point, the practice of a private hospital in Shijiazhuang is very representative. The hospital used to be a comprehensive medium-sized hospital. Because there is no special major, it is difficult to absorb patients. In the end, the decision-making level of the hospital decisively removed the ophthalmology, internal medicine, orthopedics and oncology departments, concentrated on strengthening gynecology, and finally achieved an excellent gynecological hospital.
First of all, in terms of attitude, all medical staff in the hospital should really put "patients' health" first, serve patients wholeheartedly, think about what patients think and care about what patients can do. We can't treat patients' health as a joke, only pay attention to personal interests, and eventually become a black sheep.
Secondly, in terms of service, the whole service, follow-up service and special service are integrated into one, which finally makes patients "depressed when they are sick and happy when they are sick". It should be emphasized that service is particularly important in building hospital brands. Doctors in big hospitals often give people a feeling of being above others, and always give patients a bad look. If private hospitals can make achievements in service characteristics, they will certainly win customers effectively and enhance their competitiveness.
The practice of this hospital has adapted to the new era of the service concept of private hospitals, and the service concept has changed from "treatment-oriented" to "patient-oriented", which undoubtedly took an epoch-making step. Since then, many private hospitals have begun to change their service concepts.
Mr. Yu Fei, a well-known brand marketing expert and CEO of Lange Zhiyang International Marketing Consulting Agency, believes that in the modern competitive environment, the homogenization of products and service quality leads to the stalemate of competition. Only when the marketing staff of private hospitals creatively create advantages that are beneficial to patients, superior to competitors and different from competitors can they really promote the development of hospitals themselves.
Differentiated service promotion: escort for private hospitals!
If the service concept of private hospitals can escort the hospital's own development, then the service promotion method different from competitive hospitals can escort the development of private hospitals. At this point, many hospitals have been ahead, give a simple example:
Today, with the high medical expenses, in order to lower the threshold for medical treatment, a private hospital in Henan decided to implement a "surgical mortgage": from June 2006, 65438+1 October1,more than 20 kinds of common surgical expenses will be paid in installments. Prior to this, the hospital has imposed a maximum price limit on some operations.
In view of the practice of this private hospital, we don't care about the prospect geometry of "medical mortgage" for the time being, how much promotion value "surgical expense mortgage" is, whether it really relieves the burden on patients or whether the purely hyped "surgical mortgage" can become a lifebuoy for some patients. Just from its proposed service model, it is a typical "differentiated service promotion". As for "whether honesty can guarantee installment payment and whether installment can produce demonstration effect".
Perhaps from this recent example, we can't see whether the service promotion differentiation of private hospitals can really escort private hospitals, so let's give an example of successful promotion:
On March 1 2004, a hospital in Tianjin introduced the "patient-packed meal system", which was another major reform measure after the hospital took the lead in launching the reform measure of "patients choosing doctors" in China. At the beginning of 2005, the hospital took the lead in canceling the family escort in some wards, improved the nursing work, improved the quality of life nursing, and made a new and beneficial exploration for creating a good convalescent environment.
"Patient's meal package system" refers to the fact that inpatients can pay 5 yuan money to the hospital every day to solve three meals a day. In order to give patients a better diet, the hospital will bear the expenses other than 5 yuan's money. Nutritionists give scientific diet one-on-one according to the different conditions of patients. In this way, a scientific and reasonable diet can achieve a better therapeutic effect. At the same time, it also reduces the financial burden of patients and the burden of family members preparing meals to a certain extent.
Cancellation of family companionship is an unaccompanied system introduced by the hospital in the most difficult neurological ward. That is to say, patients pay 10 yuan every day during hospitalization, and their treatment and life care are undertaken by nursing staff, so as to create a good medical environment and relieve their families' worries.
So what are the results after the hospital launched these two service models? According to the survey, the patient's ordering rate of "patient package system" reached 100%, and the satisfaction rate reached over 99%, which provided patients with scientific meals, created a satisfactory environment, lightened the burden of family members, and created conditions for canceling the company of family members. At the same time, the hospital's business income increased by more than 100 million in the same period.
The ironclad facts prove that private hospitals can only protect their own development by seeking differentiated service methods!
Differentiated service orientation: Come on for private hospitals!
Service differentiation is the development trend of private hospitals in modern society. Just as the economic development in the era of market economy calls for the emergence of "after-sales service", private hospitals also call for the emergence of "differentiated service" today. This positioning differentiation includes the positioning of hospital service object, time and mode. Under this concept, the most typical one is Shanghai * * Hospital.
In 2003, Shanghai * * Hospital put forward the "white plus black" service model for the first time in the medical field. That is to say, the night clinic is set up, which is different from the simple mode of doctors on duty at night in the past, but at night and during the day, well-known experts are invited to sit in the clinic normally. In fact, this situation is precisely due to the infiltration of private and foreign capital into the medical industry, which has intensified the medical competition. In fact, the night clinic is also a major manifestation of dislocation competition. Whoever can take the lead in management means is likely to take the lead for a long time and achieve considerable social and economic benefits. This differentiated service orientation makes a hospital in an advantageous position among its peers and seize the night medical market.
In short, as Mr. Yu Fei, a famous brand marketing expert, pointed out, in the process of market economy development in China, faced with the gradual opening of the medical service market, the gradual establishment of foreign-funded and private hospitals, the classification and definition of medical institutions, and the impact on the current service model of hospitals after China's entry into WTO, private hospitals can only develop in changes and win in the competition by updating their service concepts, adjusting their business strategies and seeking the best management methods to adapt to their own development.
The way to break through: management extension
With the gradual opening of China's medical market, it is difficult for many private hospitals to show the advantages of flexible mechanism, novel ideas and high degree of marketization in the fierce competition. Instead, I encountered many "growing pains" because my own problems were questioned by society. No wonder many private hospital operators lament that "in the name of profit, they are doing work at a loss".
The reasons for the present situation of private hospitals are both external causes of the big environment and internal causes of the small environment.
From the analysis of external factors, public hospitals are still the theme of the national medical market, and it is impossible for state-owned capital to withdraw from the medical market in great strides. Private hospitals are almost facing the situation that public hospitals dominate the world, and the competition between them is not at the same level. In addition, the national policy support for private hospitals is far from enough, and many things are unclear; Compared with public hospitals, there are unfairness in medical insurance, taxation, professional titles and personnel training. We can only expect private hospitals to develop step by step and form a useful supplement.
From the internal analysis, most of the operators of private hospitals are not from the formal medical industry and have not yet become rich. They just seized the opportunity that the medical market was not open in the late 1980s and early 1990s, and contracted small departments of public hospitals under the signboard of public hospitals. Even now, they are not forward-looking to the development of the current hospital market, and they still can't get rid of the persistent thinking of making small advertisements and waiting for patients to come to the door. Therefore, innovation is not a simple matter for them.
Mr. Yu Fei, a famous brand marketing expert, pointed out in a speech that many private hospitals in China have developed from small clinics, so from the management point of view, many private hospitals lack the ability of systematic management. When the hospital develops to a certain scale, the management ability obviously can't keep up. Even if some specialized management talents are hired, it is difficult to run smoothly. How to improve the management level of hospitals and gain benefits from management is the first problem that every private hospital operator has to overcome.
The overall goal of hospital management is to take patients as the center and realize the unity of high quality, high efficiency and low consumption. To achieve this goal, we must comprehensively and effectively organize and manage the hospital's people, finances, materials, time and information.
First of all, in personnel management, it is necessary to complete the two-level team of the hospital and the department, and implement the two-level responsibility system of the hospital and the department, the full-time labor employment contract system and the post responsibility system; Secondly, in quality management, we should implement "three combinations", that is, the combination of developing medical technology and improving medical quality, the combination of working link quality and medical terminal quality, and the combination of responsibility and incentive. Third, in economic management, we should correctly handle the relationship between social benefits and economic benefits on the principle of improving social benefits, reduce costs, reduce consumption and put an end to waste.
In some existing private hospitals, brain drain is faster and more difficult than patient drain. Therefore, we should set up our own headhunting company, reserve human resources, and do everything possible to find and attract outstanding medical technical talents. Establish contact with medical schools and fundamentally cultivate their own medical talents; Sending employees to participate in various trainings and improving the professional level of other departments are all effective ways to prevent brain drain and improve the overall medical resources of the hospital.
In recent years, people turn on TV, listen to the radio, open newspapers and browse the web, and advertisements of various private hospitals are filled with the media. The most common ones are so-and-so gynecology hospital and so-and-so andrology hospital, which makes some foreigners mistakenly think that men and women in China are more open and casual than people in their own country, otherwise, there are hospital advertisements related to men and women everywhere.
Because private hospitals put a lot of advertisements in the media, they really attracted a certain number of people at first, such as how many times men (or women) were examined for free, what surgery to perform for women (or men) and so on. The result is "the wool is on the sheep", which makes people laugh and cry.
Mr. Yu Fei, a famous brand marketing expert, believes that private hospitals need to work hard in the following aspects:
First, shape integrity and optimize image.
Exaggeration and false propaganda are common methods used by private hospitals. They often say: we are for-profit hospitals, self-financing enterprises, focusing on service level and medical quality; Of course, there will be a certain fee, so many of us are waiting for dinner; We are completely market-oriented, different from state-owned hospitals; We have good service and high medical level. Many patients are willing to come here, but the fee may be higher? 6? 1? 6? 1? 6? 1? 6? 1? 6? 1? 6? 1 etc. Many marketing methods have been applied to patients.
We have no objection to marketing. Of course, we must attach importance to the economic benefits of for-profit organizations, but we must not make false and exaggerated propaganda, especially in the medical industry, where human lives are at stake!
How did people describe our medical staff-"angels in white" before? What kind of evaluation is this?
We should make propaganda conform to reality; Attach great importance to the communication between doctors and patients; In the process of seeking medical treatment or consultation, the treatment plan, medication grade and service fee should be discussed with patients. We should ensure that both doctors and patients are in a trusted and transparent environment, and truly improve the comprehensive satisfaction of society with private hospitals.
Second, create characteristics and provide professional services.
Give full play to the characteristics of private hospitals such as excellent service, professional characteristics and flexible mechanism.
Private hospitals should be clear about their advantages and disadvantages compared with public hospitals, and attach great importance to services. The service of guiding doctors and accompanying doctors in XX Hospital advocates "warm service". From the moment the patient is admitted to the hospital, there will be no problem that the patient can't think clearly, which provides a good demonstration for our private hospitals. In terms of specialty characteristics, private hospitals should choose the aspects that can give full play to their own advantages according to the laws of the medical market and social needs, identify the shortage projects with insufficient service capacity and large demand in public hospitals, and build professional specialty hospitals or general hospitals with specialty characteristics, such as beauty, sexual dysfunction, gynecology, dermatology and stomatology.
Third, improve the level and strengthen management.
Many private hospitals have been established for a relatively short time, and excellent doctors are relatively scarce. Generally, one or two retired famous doctors with specialist characteristics are selected as the top cards. In addition, the financial pressure is great, and public hospitals are facing competition and even "discrimination" by some government departments. This requires us to pay more attention to the training of professional medical forces, strengthen the talent attraction mechanism, combine introduction and training, comprehensively improve the medical level, cooperate with the quality service level, and attract the majority of patients; We also need to improve the basic management work in all aspects, and understand that as a medical investment, it is not to make a windfall, but a long-term process. What we really need to do is to give full play to our unique advantages to seize the market.
Fourth, the goods are genuine and convenient for the people and the people.
In view of the fact that many public hospitals' drug purchasing channels are inflated, private hospitals should make use of their own flexible characteristics to organize their own drug purchasing channels, minimize intermediate links, and ensure that drugs are cheap and good, so as to benefit the people. If conditions permit, you can also open a pharmacy in the hospital to realize "separation of medicine", so that patients can freely choose the right medicine with the same curative effect. This has brought tangible benefits to patients, so there is no need to worry about no one coming to see a doctor.
Public hospitals are often overcrowded, while private hospitals are generally built near communities with relatively concentrated population. They can improve their popularity through high-quality services, special outpatient clinics, specialized specialties, etc., win a good reputation through word-of-mouth among patients, and put down their bodies to be "civilian hospitals", so that patients who come to the door can deeply appreciate thoughtful and meticulous care and truly appreciate the convenience of home.
Verb (abbreviation of verb) serves innovation and perseverance.
Now there are also many well-developed private hospitals. They found Lanzhiyang International Marketing Consulting Company to advise them, from LOGO design to spokesperson, from marketing planning to internal management and so on. They strive to create their own characteristics, such as: interest-free mortgage for surgery, and no charge for signing contracts without cure. It has narrowed the distance with the people and thus created a world of its own in the industry.
Wealth of competition: means of service
Service is one of the weights that private hospitals can compete with public hospitals at present. Mr. Yu Fei, a famous brand marketing expert, believes that private hospitals have not yet formed a scale and cannot compete with public hospitals in terms of talents and equipment. Even if the scale and equipment are similar, it can only be better than the service.
As long as we have the concept and service attitude of truly providing good service for patients, we can gradually establish a good reputation. Only when credibility is established can the problem of credibility crisis be solved and the talent bottleneck be gradually improved. However, the change of service concept is only the first step in the standardized operation of private hospitals. While actively strengthening service into community activities, we should pay more attention to the publicity and mobilization of medical staff, help them change their concepts, adapt to the change of doctors' role as service providers, and pay attention to cultivating the ability of doctors to communicate with patients.
In fact, most disputes between doctors and patients are not due to the level of medical technology and medical quality, but to insufficient communication between doctors and patients and inadequate medical services. Hospitals should educate medical staff on social etiquette, behavior instruments and polite language use in order to maintain the good image of doctors. Repeatedly educate doctors to adapt to the modern medical model, be full of love and compassion for patients, be patient enough, listen attentively to patients' complaints, and be good at choosing language forms and contents that patients can easily accept according to their knowledge level, understanding ability, personality characteristics, emotions and situations, as well as the specific conditions of different times and occasions. Especially in terms of work and service reputation, private hospitals are getting wider and wider on the road of service hospitals.
Under the condition of market economy, the main body of medical market must study the market. Without this, the operation and development of the hospital will lose its direction. Through the analysis of the medical market, the hospital finds its own direction of survival and development, and makes effective strategic planning.
Therefore, the professional, modern and humanized service concept and action are the saviors of the hospital's own survival and development.
Mr. Yu Fei, a well-known brand marketing expert and CEO of Lan Zhi Yang International Marketing Consulting Agency, believes that the key for hospitals to develop, grow and make profits is to change from "treatment-oriented" to "patient-oriented". In this regard, hospitals should quickly change their concepts, face the society, face the streets and face the community, and establish a people-oriented consciousness. Play the service card, think about the patient's thoughts, and be anxious about the patient's urgency.
For example, the "six comparisons" activity in a hospital in Shandong focused on "the same medical ethics, the same technology, the same efficiency, the same quality, the same reputation, the same effect, the same cost, the same convenience, the same quality and the same satisfaction", which was very enlightening to colleagues. They also provide free shuttle service for patients who come to see a doctor and stay in hospital every month, strengthen the follow-up service before and after seeing a doctor, and extend the care for patients outside the hospital, thus creating an atmosphere of "caring for patients and serving them wholeheartedly" in the whole hospital, effectively improving the relationship between doctors and patients and making the patient satisfaction rate soar. Similarly, a hospital in Nanjing creatively put forward attractive "5S" service standards, namely, smile, speed, Integrity, Safety and sosteunto(Tracking), which were widely praised by patients sincerely.
Therefore, hospitals can constantly seek and create new value for customers by identifying and responding to the changing customer needs and values, treat customers as relatives and friends, create harmony and mutual trust with true feelings, and implement family-friendly whole-course tracking services. It is more meaningful to be a good patient, put all marketing starting points right and effectively play the service card than to spend huge sums of money on advertising.
The establishment of the Legislative Yuan: Special Direction
Mr. Yu Fei, a famous brand marketing expert and CEO of Lan Zhi Yang International Marketing Consulting Agency, pointed out that in the past, due to the specific professionalism and technology of hospitals, some hospital employees subconsciously lacked the overall marketing concept and ideological preparation for competition, and their mentality was often mechanically passive, lacking brand building and management awareness, and lacking initiative and enterprising spirit. This often puts oneself in a weak and unfavorable position. As far as hospitals are concerned, it is absolutely impossible to spread their superior resources, business projects and service means as soon as possible without marketing, and quickly occupy patients' mental space.
The concept of modern hospital service marketing should be understood separately, including two aspects:
First, brand service
This is precisely the confusion and shortcoming of hospital marketing at present. The promotion of hospital popularity is often equivalent to brand building. To some extent, popularity is the primary pursuit of hospitals, but it is only superficial. What really promotes the hospital brand is a good reputation and vivid brand image, but a good reputation must have a high reputation and consumer base. The pursuit of popularity and reputation varies from brand to brand, such as FMCG. Maximizing popularity is the most important, durable goods are different, and word of mouth is the most important. The degree of patients' recognition of the hospital is based on the overall recognition of their medical level, counterpart departments, charging standards and service attitude.
It can be seen that the goal of hospital brand service marketing is the greatest pursuit of reputation.
Two. Human service
The shaping of service brand will finally reflect its core value in actual implementation. Medical services are very different from other services or tangible goods. In the process of providing medical services, patients have far more contact with non-marketing personnel than marketing personnel.
Therefore, marketing depends on the cooperation between the marketing department and other departments, so that all departments can actively participate in marketing activities.
In order to stimulate the team spirit of all departments, if hospital employees are not satisfied, it is difficult for employees to satisfy patients. The degree of patients' satisfaction depends on the value of hospital services, employees' loyalty to the hospital, employees' satisfaction and the value provided by the hospital for employees, which depends on a series of deep-seated problems such as internal management, mechanism and system. Therefore, the following representative practices should be specific practices in our future work, such as:
Establish key customer files, strengthen the marketing relationship management of key customers, and analyze patient satisfaction and employee satisfaction;
Use various media, health talks, rounds and joint activities to promote and publicize medical services;
Do a good job in customer service center management and provide patients with integrated services before, during and after diagnosis;
Actively expand the market by visiting customers and visiting the market; Strengthen relationship marketing with government health administrative departments, social security bureaus, insurance companies, various public welfare organizations, social groups and surrounding community units;
Make use of the advantages of the hospital to carry out extensive cooperation in medical technology projects or other related projects;
Use the database to collect and accumulate customer information, sort out, summarize and analyze the information, select the target customer group according to the hospital positioning, and provide marketing information for relevant departments and departments in a targeted manner; Do a good job in marketing training for medical staff and other personnel, guide departments to carry out marketing skills training, and improve the marketing level of all staff and the whole process.
There are various marketing methods. In the early stage, we mainly start with how to attract attention, create momentum, develop characteristic projects and attract attention, enlarge our own characteristics and interests, and let patients have identity psychology.
In the later stage, we should start with how to accumulate data, follow up and pay a return visit, and form word of mouth.
1, meticulous service, such as one-stop service in the hospital, patients are accompanied by special personnel when they are admitted to the hospital, and discharged doctors and responsible nurses are sent to the gate; Send flowers to the patient's birthday; After the patient is discharged from the hospital, we will call for follow-up visits, solicit opinions and continue to provide help.
2. Expand subacute, chronic and long-term care for patients, and attach importance to special services. Long-term care refers to patients with Alzheimer's disease, long-term bed rest and quadriplegia. The patients who go to the hospital now are not all patients with obvious symptoms in the traditional sense. More and more sub-healthy people, even healthy people, go to the hospital to see a doctor. How to better understand the needs of these people and meet these needs is a new problem encountered by traditional medical services. Not only that, but also find out the needs that patients are not aware of and put forward, and then meet them more effectively.
3. Pay attention to a small number of patients who create most of the profits. Not every patient brings profits to the hospital, and some patients bring losses to the hospital. We should control this kind of patients in an appropriate proportion. Although most patients create little or no profits, they can enhance the popularity of the hospital, increase market share, help to improve patients' trust in the hospital, expand the popularity of the hospital and increase the intangible assets of the hospital.
4. Take care of the items not covered by medical insurance, such as skin care and beauty, plastic surgery, hyperbaric oxygen therapy, myopia surgery, oral treatment center and so on.
5. Invite relatives of inpatients to visit patients from time to time and give them a family-style care. It embodies the humanistic and professional service concept of the hospital in many aspects.
To sum up, the service of hospitals, especially private hospitals, is the key to development! Hospitals can't rely on temporary concept hype. Long-term professional and modern services, word of mouth and deep brand image are the way out.