Departmental business operations seem to be clueless, but in fact there are signs. A lot of people think that there is no such thing as market development, and that it's okay to wait for the patients to come to the clinic on a good schedule, and they don't care about those so-called business improvement programs, and they only have doubts when the revenue of the clinic goes down significantly, and they discuss with the backbone of the clinic about which part of the clinic is in trouble.
How to be invincible in the business competition between medical institutions in the region, and how to break and reshape the inherent impression of the patient group on the medical institutions are the driving factors of the overall business revitalization of the medical institutions, and also the best opportunity for the department to upgrade. The deepening of the supply-side reform of medical services, the pejorative tendency of the term "business operation" in hospitals is gradually fading, and the directors slowly realize that the department's business upgrading is not only about "building a nest to attract phoenixes", but also about providing high-quality medical services so that the patients can be satisfied with the quality of the services they receive. "The first step is to take the initiative to go out and let the target group have the opportunity to understand the hospital, to understand the department, to take the first step to win the trust and choice of patients, to expand the source of the department's patients, to enhance the viscosity of the patients, and to enhance the ability of the specialty services and regional status.
Whenever it comes to departmental operations, many managers believe that it is too difficult to grasp the laws of clinical specialty business development. But if you work in the outpatient department and inpatient nursing station for a period of time, or a long time responsible for communication and coordination with the director of a particular specialty, you will summarize when the department is busy, when the director can have time to sign, what time where you can find the head nurse, the department of various types of staff were in what time to eat, these are the specific performance of the clinical department business rules lead to. Each department of patients have some different from other departments of the consultation habits, such as pediatrics parents off duty time is the peak period of consultation, obstetrics at the end of August cesarean section peak period, the Department of Surgery in the fall of the peak of elective surgery, etc., only to understand the source of the patient, the thinking of the consultation, the consultation habits, customs, and other patient needs after the actual in order to better guide the market to regulate the peak period of the consultation and the rational allocation of departmental The first thing you need to do is to get your hands dirty.
Let's take the obstetrics department as an example, which is the easiest to grasp in a hospital, and the logic of its operation at the medical service level is actually very clear. The source of the obstetrics customers can be traced back to the gynecological marriage examination, in recent years the marriage registration has abolished the mandatory marriage examination, part of the health management and eugenics awareness of the prospective couples, will choose a good reputation, good service hospitals for the pre-marital health examination, which is both the body checkups are also a kind of marriage ceremony, the link can intervene in the future of the customer management and the obstetrics business introduction. Of course, the relationship between hospital obstetrics and marriage registry is also a very focused business entrance, whether it is the registration of non-pregnancy, pregnancy registration or planning to prepare for pregnancy after registration is the natural trigger point for hospital obstetrics to connect with customers; after marriage, pregnancy preparation consultation and pregnancy health care are still under the gynecology business, and it is also the regional women's health insurance office and the obstetrics and gynecology department of the major hospitals must fight for a place. Customers are also examining the hospital environment and medical services during gynecological checkups or consultations, so ensuring the front-end guidance of gynecological services and maintaining customer satisfaction is the basic open-source work for obstetrics business development.
Customers usually choose the hospital where they plan to give birth to receive the big card checkup, so it is very important to analyze the reasons for the loss of customers transferring to the big card stage, whether it is the satisfaction of the service or the transfer of high-risk pregnancies to the hospital for treatment, which involves the real core connotation of obstetrics services. The smoothness of service and experience of regular obstetric examination during the period of Daca is the key point of outpatient "bottleneck" in every obstetric department. Problems such as customers waiting for labor checkups, confusing workflow, ultrasound "jamming", long moving lines, and insufficient waiting space are common difficulties in obstetrics outpatient services. Therefore, when considering the improvement of obstetrics business, the allocation of resources should take into account the proportionality between the number of labor tests and the number of deliveries, and to ensure that the production services to provide a supporting environment and facilities construction.
Pregnant women admitted to the hospital to give birth mainly consider three aspects of the technical level of the production doctor, hospitalization environment, and postpartum services, the star doctor effect and medical safety and security is the first element of obstetrics business enhancement. At the same time, after the opening of the two-child policy, the hospitalization environment has more and more influence on the pregnant women's choice of production. In the design and renovation of obstetrics wards, hospitals should be open to ideas, and comply with the customer psychology of the current market, and weaken the feeling of hospitalization cold on the basis of ensuring medical safety and increase the atmosphere of family warmth. The number of general wards, LDRs, waiting rooms, labor and delivery rooms, and operating rooms should be configured in accordance with the actual ratio of local customs, outpatient maternity checkups, inpatient normal birth rate, and cesarean section rate. In the "high gold" part of the word-of-mouth process of hospitalization of pregnant women, adherence to the quality of medical care and enhancement of customer experience is the biggest secret of the Obstetrics Department's market share in the region.
The opening up of the public hospital special needs service policy allows the obstetrics market space to have the possibility of full release, whether it is the hospitalization phase of the ward selection or monthly care and postpartum rehabilitation services, hospitals and departments should *** with the exploration of its business to carry out the landing plan. At present, the management of monthly child care center institutions belongs to the civil affairs department, most public hospitals are unable to carry out this service, but after 30-42 days of postpartum care services, hospitals can receive mothers to provide postpartum rehabilitation services, then during this period involves a flexible relationship between the hospital and the customer linkage. At the same time in the care of the mother, parenting guidance and newborn services and become the future of pediatrics, pediatrics business to undertake the entrance, in the overall development of the hospital level, gynecology, obstetrics, pediatrics and even surgical department of the *** with the design of the development of the business needs to be a holistic thinking and strategic thinking.
From the point of view of the interlocking business vein of obstetrics, the development of its marketing program is more clear than other clinical departments. Taking the ceremonial sense of marriage and childbirth and the significance of life as the promotional theme, the gynecological wedding package and pregnancy preparation package can be designed to design life albums and special souvenirs, and can also be associated with the obstetrics department's free pregnancy preparation consulting services and pregnancy testing services. The flexible linkage at the small card stage can be designed as a maternity school experience course or birth package fee reduction, while the large card period can be associated with in-hospital birth commemorative gift boxes and postpartum rehabilitation discounts. The maternity school program is designed with care, balancing professionalism and fun, without being a formality. Accounting for the cost starts with the business vein clue, so that the customer receives the whole cost package of pre-pregnancy, pregnancy, labor and postpartum services in our hospital, which has an absolute advantage compared with the segmented and decentralized choice of services in other hospitals. In addition, in the obstetrics marketing program design, can not forget to design the newborns produced in this hospital in the future in the pediatrics services preferential program, because if you retain the pediatric customers, also likely to retain the pediatric family members of this hospital to choose.
Obstetrics customers are more selective about the services they choose, and with a good understanding of the hospital's service offerings and the regional market strategy, it is possible to price and cost the services accordingly. The regional maternity insurance program is relatively mature and stable, and the clinical paths for normal delivery and cesarean section are clear. By accumulating the fees for each treatment item and accounting for the cost of each case, not only does it clarify the profit and loss space of the price of the LDR maternity package and the single advanced ward package, but it also becomes the basis of the discounts for the market promotion. By following up on the trends and benchmarking of obstetric services in other institutions in the region and continuously improving the efficiency and effectiveness of our obstetric services, we can break through the bottleneck of slow growth in newborn births.
Many directors feel that without doing these program management, the clinical business seems to be stable. In fact, such service planning is not only related to the fluctuation of business income, but also has a lot to do with the departmental resource allocation and cost control. For example, the obstetrics department's centralized fetal cardiac monitoring equipment purchase needs assessment, waiting beds and delivery beds expansion plan, prenatal beds and postpartum beds segregation plan, and so on, all involve the business echo between customer demand and service supply. Without such a holistic approach, directors may be scrambling to put out fires at any given time. For example, the outpatient volume explodes but the hospitalization volume is scarce; for example, the business grows rapidly but there is no support for the departmental staff to work overtime for a long time; for example, the volume of cesarean section increases sharply but there is a lack of medicine and consumables. All of these issues are "pressing the gourd to get up", and departmental operations is to assist the director of the department to do a good job of business planning and coordination of the implementation, to eliminate the director of the department's anxiety, so that the director of the department can be at ease to focus on the clinical quality of health care and the future development of the department.
When the regional healthcare market becomes increasingly competitive, and the directors have the idea of going out on their own initiative, the next step is for the directors to be able to "know" the supply of services within the hospital and the needs of customers outside the hospital, and to be able to accept the market's test of healthcare quality, and to accommodate the market's need for a more efficient and effective service. The next step requires directors to be "mindful" of the supply of services within the hospital and "people-oriented" of the needs of customers outside the hospital, to be able to accept the market's test of medical quality, to be able to accommodate the flow of customers in the market for specialized services, to develop business plans to configure the corresponding resources to implement the objectives of the development of the department, in order to achieve the desired results of revenue enhancement and cost savings.
Clinical department directors not only have to face the hospital departments business competition, but also face the regional benchmarking institutions to catch up, carrying the burden of the discipline leader, in the medical quality and safety of the boundaries, but also with the business enhancement of the region to compete for the first ambition, leading the development of the department of the road is long and obstacles to do a good job of department operations line will be to the stars to catch up with the road, not to be ashamed of the people who have the heart.
Wide program design, but also can not forget to design in the hospital production of newborns in the future in the pediatric consultation services preferential program, because if the retention of pediatric customers, but also the probability of retaining the pediatric family members of the hospital to choose.
Obstetrics customers are more selective about the services they choose, and with a good understanding of the hospital's service offerings and the regional market strategy, it is possible to price and cost the services accordingly. The regional maternity insurance program is relatively mature and stable, and the clinical paths for normal delivery and cesarean section are clear. By accumulating the fees for each treatment item and accounting for the cost of each case, not only does it clarify the profit and loss space of the price of the LDR maternity package and the single advanced ward package, but it also becomes the basis of the discounts for the market promotion. By following up on the trends and benchmarking of obstetric services in other institutions in the region and continuously improving the efficiency and effectiveness of our obstetric services, we can break through the bottleneck of slow growth in newborn births.
Many directors feel that without doing these program management, the clinical business seems to be stable. In fact, such service planning is not only related to the fluctuation of business income, but also has a lot to do with the departmental resource allocation and cost control. For example, the obstetrics department's centralized fetal cardiac monitoring equipment purchase needs assessment, waiting beds and delivery beds expansion plan, prenatal beds and postpartum beds segregation plan, and so on, all involve the business echo between customer demand and service supply. Without such a holistic approach, directors may be scrambling to put out fires at any given time. For example, the outpatient volume explodes but the hospitalization volume is scarce; for example, the business grows rapidly but there is no support for the departmental staff to work overtime for a long time; for example, the volume of cesarean section increases sharply but there is a lack of medicine and consumables. All of these issues are "pressing the gourd to get up", and departmental operation is to assist the director of the department to do a good job of business planning and coordination of the implementation, to eliminate the director of the department's anxiety, so that the director of the department can be at ease to focus on the clinical quality of health care and the future development of the department.
When the regional healthcare market becomes increasingly competitive, and the directors have the idea of going out on their own initiative, the next step is for the directors to be able to "know" the supply of services within the hospital and the needs of customers outside the hospital, and to be able to accept the market's test of healthcare quality, and to accommodate the market's need for a more efficient and effective service. The next step requires directors to be "mindful" of the supply of services within the hospital and "people-oriented" of the needs of customers outside the hospital, to be able to accept the market's test of medical quality, to be able to accommodate the market's demand for specialized services to the flow of customers to the development of the business plan to configure the corresponding resources to implement the development goals of the department, in order to achieve the desired results of income and cost savings.
Clinical department directors not only have to face the hospital departments business competition, but also have to face the regional benchmark institutions to catch up, carrying the burden of the discipline leader, in the medical quality and safety of the boundaries, but also with the business enhancement of the region to compete for the first ambition, leading the development of the department of the road is long and obstacles to do a good job of department operations line will be to the stars to catch up with the road, not to be ashamed of the people who have the heart.