Advertising is a strategic means for the survival and development of private hospitals. However, precisely because of false advertising and inconsistent efficacy with promises, it has caused psychological trauma and economic losses to patients, laying the foundation for multiple crises of distrust among patients.
It is precisely because of the issue of integrity that many people in society have a disapproving or even discriminatory attitude towards private hospitals. This is an issue that the entire industry deserves reflection on. Once upon a time, the emergence of private hospitals became a highlight for the medical industry in activating operating mechanisms and improving service quality. The humanized service measures, fast work efficiency, and the smiling faces of medical staff rarely seen in public hospitals have made many patients feel refreshed. All this stems from the corporate management mechanism of private hospitals and their desire for profit, which enables them to consciously "treat guests like guests."
However, everything has two sides. When this motive lacks moral and legal constraints, the pursuit of profit turns into "profit-seeking." For example, medical advertisements that are seriously exaggerated or even deliberately fabricated, carefully packaged "pseudo-experts", fake and inferior formulas with no efficacy, drug prices that are several or even dozens of times higher than the cost, economic indicators given to doctors, and planned defrauding patients of money. …
The following four tips can provide private hospitals with more effective body protection skills when facing their own “fatal injuries” in the fierce market competition:
The first step , Market sinking is the way to win
At the beginning of this year, there was news that relevant national regulatory authorities may prohibit medical institutions from advertising in public media. This is tantamount to a blow to the head for private hospitals that rely heavily on advertising.
However, our country’s private hospitals still need to survive and develop in the end. Compared with the “public” style of public hospitals that wait for customers to come to their doors, the market sinks and takes the third terminal route, which can be said to be the key to winning the game for private hospitals. road.
In foreign countries, due to the government's long-term high investment in community medical care, it has long been a very common phenomenon that "minor illnesses are treated in the community, serious illnesses go to the hospital; surgery is done in the hospital, and postoperative care is provided in the community." As community medical care plays an increasingly important role in building a high-efficiency and low-cost medical security system, some old developed countries have continued to be enthusiastic about community medical care, while many newly developed and developing countries have also begun to pay attention to the construction of community medical care. . In my country's special market competition environment, when aerial advertising may be blocked, private hospitals can form a ground team with strong promotion capabilities. The main task of these ground promotion teams is to hold free clinics and consultations in the community. The service attracts the attention of relevant patient groups, and mails leaflets about the health service projects carried out by the hospital to each household through the postal system, establishes family health files, issues similar membership discount cards, implements unified distribution of medicines, etc. A series of activities on the doctor-patient relationship are used to attract patients to go to their own hospitals for medical treatment. For patients who have already come for medical treatment, it is even more important to strengthen their loyalty to their own hospitals, such as helping patients make appointments for their next follow-up consultation, etc. Patients gradually become their own loyal customers.
Only by giving full play to the existing human, material and financial resources, going out of the hospital, serving the community, and meeting the medical and health care needs of the community at different levels can we achieve the maximum social and economic benefits with the minimum consumption.
The second move, management extension is the way to break through
Against the background of my country’s gradual opening up of the medical market, many private hospitals have difficulty showing their mechanism and concepts in the fierce competition. Although it has the advantages of being new and highly market-oriented, it has encountered many "growing pains" and has been questioned by society due to its many problems. It’s no wonder that many private hospital operators lament that “it’s all in the name of profit, but it’s a loss-making job.” The reasons for the current situation of private hospitals include both the general environment (external factors) and the small environment (internal factors).
From the perspective of external factors, public hospitals are still the main body of the national medical market, and it is impossible for state-owned capital to withdraw from the medical market in a big step.
What private hospitals are facing is that public hospitals are almost dominating the world. The competition between the two is not on the same level. In addition, the national policy support for private hospitals is far from enough, and many things are not clear; in terms of medical insurance, taxation and Professional titles, personnel training and other aspects are unfair compared with public hospitals. Therefore, we can only expect private hospitals to develop and grow step by step and form a useful complement.
Analyzing from the internal factors, most of the operators of private hospitals did not have formal medical backgrounds before they made their fortunes. They just seized the opportunity of the medical market in the late 1980s and early 1990s before it was opened, and opened up They use the name of a public hospital and contract small departments of public hospitals. Even if they are separated now, they are not forward-looking about the development of the current hospital market. They still can't get rid of the old-fashioned thinking of making small advertisements and then waiting for patients to come to their door. Innovation is important to them. It is not a simple thing to do, so he has fallen into the vicious circle of becoming a "traveling doctor" in the public mind.
In our country, many private hospitals developed from small clinics, so from a management perspective, many private hospitals lack system management capabilities. When the hospital develops to a certain scale, the management capabilities It is obvious that it cannot keep up. Even if some specialized management talents are hired, it will be difficult to run smoothly. How to improve the hospital's management level and seek benefits from management is the first problem that every private hospital operator must overcome.
The overall goal of hospital management is to be patient-centered and achieve the unity of high quality, high efficiency, and low consumption. To achieve this goal, the hospital's people, finances, materials, time and information must be comprehensively and effectively organized and managed.
First of all, in terms of personnel management, it is necessary to prepare teams at the hospital and department levels, and implement a responsibility system at the hospital and department levels, a labor appointment contract system for all employees, and a job responsibility system;
< p> Secondly, we must implement the "three combinations" in quality management, that is, the combination of developing medical technology and improving medical quality, the combination of work link quality and medical end-of-life quality, and the combination of rights and responsibilities with incentives.Thirdly, in economic management, we must take improving social benefits as the criterion, correctly handle the relationship between social benefits and economic benefits, reduce costs, reduce consumption, and eliminate waste. In some existing private hospitals, the loss of talent is a thorny problem that is faster than the loss of patients. To this end, they have established their own headhunting companies to reserve talent resources and do everything possible to find and attract outstanding medical and technical talents; they have established an alliance with the medical school. Contact and fundamentally cultivate their own medical technical talents; send employees to participate in various trainings to improve their professional level. These are all effective ways to prevent brain drain and improve the overall medical strength of the hospital.
The third trick is that service means are the key to competition.
Service is also one of the weights that enable private hospitals to compete with public hospitals. The current private hospitals have not yet formed a scale. It cannot compete with public hospitals in terms of talent and equipment. Even if the scale and equipment are similar, the service can only be compared. Only with the concept and service attitude of truly providing good services to patients can we gradually establish a good reputation.
Once credibility is established, the problem of integrity crisis can be easily solved, and the talent bottleneck can be gradually improved. However, the change in service concept is only the first step in the formal operation of private hospitals. While actively strengthening services into community activities, more attention should be paid to publicity and mobilization of medical staff to help medical staff change their concepts and adapt to the role of doctors as service providers. The transformation focuses on cultivating doctors’ ability to communicate with patients.
In fact, the vast majority of doctor-patient disputes are not caused by medical technology or medical quality, but by insufficient communication between doctors and patients and inadequate medical services. Hospitals must educate medical staff on social etiquette, behavioral appearance, and the use of courteous language to maintain a good image of themselves as doctors; they must repeatedly educate doctors to adapt to the modern medical model, be full of love and compassion for patients, and must have enough Listen patiently and attentively to the patient's complaints, and be good at choosing language forms and content that are easy for the patient to communicate based on the patient's knowledge level, understanding ability, personality characteristics, emotional situation, and specific situations at different times and occasions; especially at work. When a small mistake occurs, you should put down your airs and take the initiative to apologize to the patient. Only by adapting to this role change can we establish a good brand effect and service reputation, allowing private hospitals to develop wider and wider into service-oriented hospitals.
The fourth tip is that professional path is the foundation of hospital establishment.
What is the future development trend of private hospitals? Will they be general hospitals or specialized hospitals? Mr. Yu Fei, a well-known brand marketing expert and CEO of Lange Zhiyang International Marketing Consulting Agency, believes: At present, one of the biggest characteristics of private hospitals is that they develop in line with the needs of the medical market, rather than like public hospitals, which must be established according to national regulations. Multiple departments, even those that are not needed, must be established. Private hospitals can set up and develop corresponding departments according to market demand. This is also the advantage of private hospitals' flexible mechanism.
Therefore, taking the path of specialty development is the future development path of private hospitals; the privatization of public health care is also a trend. It is worth mentioning that in my country's medical market where the competition among entities is unequal and there are still monopolies in some areas, finding the right market positioning and forming characteristic outpatient clinics has become the common sense of most people in the industry.
Article source: National Drug Network