Hospital business strategy is the vision and mission of the hospital. The core of the hospital business strategy is resource allocation. Through the planning and study of future resource allocation and its interaction with the external environment to guide and solve all the important problems in the development of hospital operations. Utilizing the various opportunities it faces and avoiding the various threats it receives, while transforming the hospital's internal weaknesses into strengths, which requires the hospital to establish a strategic management system. The strategic management system is able to address market share, market complexity, fixed asset size, market increase rate, degree of competition and degree of change in the environment. After China's accession to the WTO and the liberalization of the healthcare market, the state encourages more private and foreign investment in hospitals, and the market competition becomes more intense. At the same time the open economy to participate in global competition, will inevitably create a complex business environment for hospitals, decision makers no longer have enough information about environmental factors, it is difficult to predict changes in the external environment. This environmental uncertainty, complexity and variability also increases the difficulty of hospitals to make decisions.
Two, the hospital's external environmental factors analysis?
(I) Changes in the medical consumer market: with the opening up of the medical market, the consumer's view of medical consumption has changed. Maintaining and establishing trust and cooperative relationships with consumers has become the most important and effective competitive advantage for hospitals. From the fact that China has initiated a medical insurance system, the control of medical costs for the insured has increased significantly. By determining the personal burden of the insured person it has served to curb excessive demand on the demand side, control the inflation of cost expenditures, and guide the flow of medical treatment for the insured person. The external environment of hospitals has changed considerably, and the obvious sign of the change is that medical expenses are constrained by doctors or hospitals to be constrained by payers. In other words, the healthcare market has changed from a two-party relationship between hospitals and patients to a three-party relationship between hospitals and patients, the government and health insurance companies. This puts hospitals in a special supply-and-demand market environment between patients, health insurers and the government.
(2) Consumer research: due to the customer's consumption level and consumption behavior of the continuous change, they pay more attention to the quality and price of medical consumption.
1. The general characteristics of consumers: with the improvement of living standards of residents, people are paying more attention to the quality of services, which is conducive to boosting consumption growth. The increase in affluence, people pay more attention to the value of time. According to the survey, the improvement of service level, the rapid availability of services and the high degree of convenience are becoming more important, and people are more willing than ever to pay more for quality services, as long as it can bring convenience.
2. Consumer medical consumption behavior research: in the consumer's intention to choose the hospital to do a questionnaire survey, *** sent out 500 questionnaires, retrieved 489. The survey content of the main considerations include price, brand awareness, convenience, service quality, environment and so on. The survey results show (Figure 1): consumers in the choice of hospitals, the first consideration is the price factor accounted for 96.1%; followed by the quality of service accounted for 83.6%; brand awareness accounted for 55.8%; convenience accounted for 32.5%; environmental comfort accounted for 27.6%.
(3) The supply and demand situation of the market: Since China's reform and opening up, health care has developed greatly. However, at present, the supply and demand of the medical and health care market is still unbalanced, and there are still deficiencies in the supply chain in terms of supply structure, supply mode, and supply quality, and the demand for health care consumption is seriously lagging behind, which is attributed to both the supply and demand levels. From the supply level, since the 1990s, China's health investment accounted for about 4% of the gross domestic product (GDP), while the average level of the world's Organization for Economic Cooperation and Development (OEcD) countries is more than 7%, the United States reached 12.6%. And due to China's unbalanced economic development between regions, health investment in urban and rural areas, uneven distribution between regions, the lack of medical supply is more prominent. From the demand level, the most direct and basic demand for health care comes from residents' families. At present, national residents' savings have exceeded RMB 5 trillion, and 8% of residents' savings are allocated to health care. Especially some affluent families, medical and health care is not only a need for survival, but also a way to prolong life and enjoy health and happiness. Not long ago, the Beijing zero point company of Beijing, Shanghai, Guangzhou and other five major cities to conduct a survey, the residents of the life of the greatest happiness, in order of health (76.40%), life is full (44.50%), affluent (30.24%), enterprising (19.79%). It shows that health has become the biggest goal pursued by the residents.
(4) Analysis of the external environment of the hospital:
1. Economic factors: economic factors are potential factors directly affecting various business strategies. 2001 China's national economy maintained a good momentum of development. The state has adopted positive fiscal and financial policies, increased the scale of inputs, and strengthened the scale of investment in fixed assets has played a pulling role in the gross domestic product (GDP). The wages of employees in institutions and organizations and the pensions of retired persons have been raised. China has continued to introduce a series of reform measures to increase income, expand domestic demand and kick-start consumption, which has strongly boosted consumption growth. From the side of residents' consumption and investment, among the eight major categories of residents' consumption expenditures, six major categories of consumption expenditures, including food, clothing, utilities, medical care, transportation, and entertainment, have grown in tandem.
2. Political, governmental and legal factors: Political, governmental and legal factors pose important opportunities and threats to both large and small businesses. In recent years, the country has introduced medical system reform measures, including the implementation of government-guided and market-adjusted prices for medical services, the abolition of government pricing; the implementation of separate accounting and management of medicines, standardize the scope and mode of financial subsidies, and the adoption of two-line management of hospitals' income and expenditure on medicines; the implementation of classified management of hospitals, distinguishing between for-profit hospitals and non-profit hospitals, and clearly delineating the business purposes, service tasks and implementation of different medical institutions. The purpose of the two types of medical institutions is clearly delineated, as are their operational purposes, service tasks, and the implementation of different financial, tax, and pricing policies, as well as their financial and accounting systems.
3. Social, cultural, demographic and environmental factors: the location of the hospital
Placement has a direct relationship with the economic affluence and development of the region, the standard of living of the people continue to improve, the people's demand for health care is also increasing. communicable diseases will become the leading cause of death, illness and disability in the world's population by 2O2O; aging and urbanization are trends in global population development, with aging leading to an increase in chronic non-communicable diseases, disability and mental illness; demographic changes will make healthcare an important consumer of products and services; urbanization is outpacing the ability of the health infrastructure to meet people's health needs, and overcrowding and poor working environments lead to anxiety, depression, and chronic stressful conditions that adversely affect the quality of life for families and communities.
4. Technological factors: Transformative technological advances are having a dramatic impact on hospitals; these include biotechnology, superconductivity, lasers, and cloning. With the deepening of China's healthcare reform, competition among hospitals is becoming more and more intense, and many hospitals continue to develop new technologies and programs to gain a competitive edge. At the same time, in the new economic information age, the rapid development of scientific and technological information, the same scientific and technological achievements, who can be the first to utilize, who will seize the opportunity and pose a threat to others.
Three, competitive factors
(a) the competitive environment of the hospital:
Figure 2 for the "Hospital Competitive Strategy Map", which is a hospital competitive strategy aspects of the sketch to illustrate how the hospital is engaged in the competition and its specific economic goals. At the hub are the hospital's general objectives, i.e., how the hospital will compete and its specific economic and non-economic goals. The spokes are the operating policies used to achieve those goals.
There are many different kinds of impacts on hospitals due to the uncertainty of the business environment. As a starting point, it is important to first consider which environmental factors the hospital is affected by and the extent to which these factors will change in importance to the hospital and its competitors in the future.
(ii) Hospital operating environment: Porter's view of industry competition and industry competitive strategy provides a strong theoretical basis for analyzing the competitive environment within an industry. The level of profitability of a hospital depends on its resilience to external influences, and fundamentally depends on the interaction of five structural factors. Evaluating and assessing these factors using Porter's 5 forces model can help us analyze the competitive environment of the healthcare industry and formulate a competitive strategy that meets the characteristics of hospitals (Figure 3). The state of competition within an industry depends on 5 basic competitive forces that come together to determine the ultimate profit potential of the industry. This profit potential is measured in terms of long-term return on investment, and the ultimate profit potential can change radically as a result of this confluence of forces. The goal of a hospital's competitive strategy is to optimally position the hospital in the healthcare industry to resist or influence the 5 competitive forces. Since the combination of the 5 forces is obvious to all competitors, it is critical to analyze the sources of competitive pressures after delving into the surface phenomena. The understanding of the sources of pressure can analyze the opportunities and threats faced by the hospital. Hospitals face environmental pressure from: First, the health care reform, the government from controlling the behavior of paraprofessionals to advocate the use of private capital or foreign capital to establish hospitals, especially after joining the WTO. Secondly, the face of community health care and individual clinics continue to develop replaced, so that the health care market segmentation of some patients lost, self-generated distribution path. Third, buyers due to price and demand, the medical market is open, more choice of hospitals, bargaining power is stronger. While the number of medical equipment and drug suppliers is large, competitive bidding directly affects costs, availability is easy, and bargaining power of suppliers is low and weak. Fourth, the medical market competition for equipment and talent, market competition is fierce, the application of new technologies affect cost positioning, product quality, new competitors directly affect the price and market share.
(iii) competitor analysis: using expert survey method to confirm the weight of key factors affecting competitiveness, the sum of the weights of all the factors must be equal to l. Then compare scores between hospitals, the range of 1 to 4 points, "4" on behalf of the competitiveness of strong, "3 " represents sub-strong competitiveness, "2" represents sub-weak competitiveness, and "1" represents very weak competitiveness. Multiply the weight of each factor by its rating to get a weighted score for each factor. Finally, all the weighted scores are added together to get the total weighted score for each hospital. As seen in the competitive posture matrix (Table 1): competitor 1 has a total score of 2.8, showing that it is the most competitive hospital overall. However, it should not be assumed that Competitor 1 is 20% stronger than the evaluated hospitals simply because it scored a total of 2.8 and 2.3 in the Competitive Posture Matrix. The numbers reflect the relative strengths of the hospitals, but its apparent accuracy creates the illusion that the numbers are merely evaluating the information from the survey in order to assist in strategic decision making for this study. Table 1 Competitive Posture Matrix Note: The meaning of the score values are 1: weak, 2: second weakest, 3 = second strongest, 4 = strong. Competitor 1 has a score of 2.8, indicating that he is the strongest.
Four, the opportunities and threats facing the hospital
Factors affecting the hospital's business strategy include national policy, economic, social and cultural and scientific and technological aspects. With the reform of China's healthcare system, hospitals with different systems such as Sino-foreign equity joint venture and Sino-foreign cooperation will bring a new impact to China's healthcare market with completely different business concepts and management models. After the full implementation of a series of healthcare reform measures centered on the reform of the classification and management of medical institutions, all hospitals will adjust their business strategies and management systems according to the changes in the internal and external environments they face. Together with the personnel system reform that will soon be implemented nationwide, the all-round competition among hospitals, including talents, technology and services, will be further intensified. The impact of these factors not only gives hospitals good opportunities, but also brings severe challenges, which are highlighted in the fierce competition in the medical market, the government's opening up of the medical market, private, joint venture and other hospitals are in the pipeline; the tax policy on for-profit hospitals; the U.S.-China Bilateral Agreement on medical insurance set up without geographic limitations, and the insurance business is not subject to limitations. After the above analysis, the impact of the external environment on the hospital, including economic, political, legal, social, cultural, demographic, technological and competition, so as to identify the opportunities and threats formed by the external environment of the hospital. Opportunities brought by the external environment: first, the improvement of the living standard of the masses and the increasing demand for health care; second, the demographic changes and the aging of the society have brought a large potential health care market; third, the change of the consumer's health care consumption concepts; fourth, the for-profit hospitals can adjust their own charging prices and so on. At the same time, changes in the environment also bring certain risks to the hospital: First, the health care market to relax the behavior of people, the government advocates the use of private capital or foreign capital to establish hospitals, many new entrants can bring threats; Second, the face of the community health care and individual clinics continue to develop the alternative to make the health care market segmentation of the part of the loss of patients; Third, the fierce competition for medical and technical personnel, resulting in the loss of talent; Fourth, the competitors Continuously strong; Fifth, for-profit hospitals to implement tax policies and so on.
V. Strategic alternatives
(I) scale operation strategy?1: scale operation lies in the successful realization of low-cost expansion, seize more and more markets, with strong market competitiveness, scale operation benefits can be formed through joint mergers, asset reorganization and other ways of hospitals or medical groups, chain management and various collaborative approaches to loose association, the result is bound to expand the New medical market, promote the utilization efficiency of regional health resources, and play the hospital scale operation benefits. Scale operation opportunities and risks co-exist. In order to prevent the expansion of failure or heavy burden, scale effect to grasp the direction and object of expansion. First, the direction of expansion, to achieve leapfrog development, focus on China's entry into the WTO after the domestic and international health care market; Second, the timing of expansion, from the hospital's internal advantage of the analysis of the hospital's comprehensive strength and economic foundation has developed to a certain stage, fully equipped with the strength of the expansion; Third, the expansion of the object of the expansion of the small and featureless hospitals can not be a small scale in a narrow zone for To carefully do market research based on the examination of the proposed merger and acquisition of hospitals, analyze the feasibility of expansion; Fourth, actively and steadily to achieve low-cost expansion, improve the property rights system, personnel system, distribution system and other aspects.
(ii) differentiated business strategy: patients in the hospital they not only want to get fast, safe and effective treatment, but also want to be cared for and loved by medical staff. With the improvement of living standards, they also want to enjoy convenient and comfortable medical services. Therefore, the quality of service and the quality of medical care are two inherent and inseparable parts of the quality of hospital work. Hospitals should establish a strategy for the uniqueness of their services. Particularly in today's medical technology specialties, high service quality and community services are gradually formed, the difference mainly comes from the difference in resources and capabilities, of which the most important differences are organizational resources, human resources and intangible assets.
(C) brand management strategy-2J: the use of brand strategy, is to create a hospital-specific service model, both in line with the market, but also suitable for the patient's approach, which can ensure that the hospital competitiveness of lasting development. Because in the consumer market, brand awareness in the minds of consumers is getting stronger and stronger, once the consumer in the hospital to provide medical services in the formation of "consumer satisfaction", he tends to hospitals to establish a long-term good medical supply and demand relationship. Hospital brand, in addition to the product's inherent technical content, product quality and price of the three elements, there should be expert visibility, specialty features, high-precision instruments and technical level and other elements of the formation of intangible assets, including the hospital's high social credibility, high visibility of the experts, the crowd in the good reputation and so on. In the medical market, who can solve the patient's problem, there is a competitive advantage of the core technology, who will be able to get the patient's trust, and with the patient's trust hospitals have development. There is no discipline advantage, no own characteristics and brand hospitals, in the medical market is not competitive. The formation of a brand often takes quite a long time to do. For a hospital, there is only one way to form a brand, and that is to rely on continuous innovation, resort to high and new technology, seek space in innovation, through innovation to establish the core technology of the hospital, establish the hospital brand 2.
(IV) Quality management strategy Patients will choose the hospital to the quality of medical care as the first criterion, in the face of the society's growing demand for medical care and the emergence of quality concepts Mainly from the following 3 aspects: First, pay attention to the international standard of quality management; Second, pay attention to the role of ecological culture in the construction of hospitals; Third, pay attention to the improvement of the level of service.
(V) Characteristic management strategy People have no I have is original technology, people have I superiority is advantageous technology, people have more I fine is characteristic technology. It is these technologies that constitute the characteristic management, and the technical characteristics are the core of effective competitiveness. The basis for the implementation of the characteristics of the business is "hospitals have key disciplines, sections have specialized characteristics, people have technical expertise. To develop technical characteristics rely on technological innovation, technological innovation depends on high-quality talent, talent to complete the innovation and need equipment, funds and other working conditions. Therefore, the characteristics of the business strategy emphasizes the characteristics and innovation, which actually reflects the core competitiveness of the hospital. The essence of innovation is to create the first, is to occupy the medical.
Needs to be revised