The business operation of the department seems to have no clue, but in fact there are traces to follow. Many department directors think that there is no market expansion, just arrange the class table and wait for the patients to see the doctor. They don't care about the so-called business promotion plan. Only when the income of the department drops obviously will they have doubts and discuss with the backbone of the department which link has gone wrong.
How to win the business competition of medical institutions in the region and how to break and reshape the inherent impression of patients on medical institutions are the driving factors for the overall business revitalization of medical institutions, and also the best opportunity for departments to raise files. With the deepening of the supply-side reform of medical services, the derogatory tendency of the word "business management" in hospitals has gradually faded. Directors gradually realize that the promotion of department business should not only "build a nest to attract phoenix" and provide patients with high-quality medical services "word of mouth", but more importantly, they should take the initiative to go out and let the target groups have the opportunity to know about hospitals and departments, win the trust and choice of patients first, expand the source of patients in departments from the source, enhance the stickiness of patients' medical treatment and improve specialist services.
When it comes to department operation, many managers think it is too difficult to grasp the development law of clinical specialty business. However, if you work in the nursing station of outpatient department and inpatient department for a period of time, or you are responsible for communicating and coordinating with a specialist director for a long time, you will summarize when the director can have time to sign, when to find the head nurse and when to find all kinds of staff in the department for dinner when the department is busy. These are the concrete manifestations caused by the business rules of clinical departments. Patients in each department have some different medical habits from other departments, such as the peak hours of children's parents after work, the peak hours of obstetric cesarean section at the end of August, and the peak hours of elective surgery in autumn. Only by understanding the actual needs of patients, such as the source of patients, treatment ideas, treatment habits, local conditions and customs, can we better guide the market to adjust the treatment cycle in Gu Feng, rationally allocate departmental resources, and improve the output quantity and quality of medical services.
Take the obstetrics department in the hospital, which is the easiest to master the business context. Its operational logic at the medical service level is actually very clear. The source of obstetric clients can be traced back to gynecological premarital examination. In recent years, compulsory premarital examination has been abolished in marriage registration. Some prospective couples with awareness of health management and prenatal care will choose hospitals with good reputation and good service for premarital health examination. This is not only a physical examination, but also a wedding ceremony. This link can be involved in customer management and obstetric business introduction in the future. Of course, the relationship maintenance between hospital obstetrics and marriage registry is also a very dedicated business entrance. Whether it is non-pregnancy registration, pregnancy registration or planned pregnancy preparation after registration, it is the natural trigger point for hospital obstetrics to connect with customers. Consultation on pregnancy preparation after marriage and health care during pregnancy still belong to gynecological business, and it is also a battleground for regional women's insurance centers and major hospitals. Customers are also investigating the hospital environment and medical services during gynecological examination or consultation, so ensuring the front-end guidance of gynecological services and maintaining customer satisfaction is the basic open source work for the development of obstetric business.
Customers generally choose family planning hospitals for big-name inspection, so it is very important to analyze the reasons for the loss of customers in the big-name stage. Whether it is service satisfaction or transfer treatment of high-risk pregnancy, it involves the real core connotation of obstetric service. The service fluency and experience of routine check-up during the big card period is the "bottleneck" focus of every obstetric clinic. Problems such as customers waiting for delivery check-up, chaotic workflow, "stuck" ultrasound examination, long moving line and insufficient waiting space are common difficulties in obstetric clinic. Therefore, when considering the promotion of obstetric business, the proportional relationship between the number of inspections and the number of deliveries should be considered in the allocation of resources to ensure the construction of supporting environmental facilities for production services.
There are three main considerations for pregnant women to give birth in hospital: the technical level of the production doctor, the hospitalization environment and postpartum service. Star doctor effect and medical safety guarantee are the primary factors to improve obstetric business. At the same time, after the opening of the second child policy, the hospitalization environment has more and more influence on the production choice of pregnant women. In the design and reconstruction of maternity ward, hospitals should be open-minded, conform to the customer psychology in the current market, reduce the cold feeling of hospitalization and increase the warm atmosphere of the family on the basis of ensuring medical safety. The number of general wards, LDR, waiting room, delivery room and operating room should be configured according to local customs, the number of outpatients, the rate of spontaneous delivery in hospital and the rate of cesarean section. In the word-of-mouth "high gold content" link of pregnant women's delivery hospitalization, adhering to medical quality and improving customer experience are the biggest secrets of obstetrics in regional market share.
The opening of the special needs service policy in public hospitals has fully released the market space of obstetrics. Whether it's the ward selection in the hospitalization stage, the monthly nursing care and postpartum rehabilitation service, hospitals and departments should discuss the landing plan of their business development. At present, the management of Yuezi Center belongs to the civil affairs department, and most public hospitals cannot provide this service. However, after 30-42 days of postpartum nursing service, the hospital can accept the postpartum rehabilitation service for pregnant women, which involves the flexible relationship between the hospital and its customers. While taking care of pregnant women, parenting guidance and newborn services have become the entrance to the future business of parenting and pediatrics. On the level of the overall development of the hospital, the development and design of the same business of gynecology, obstetrics, pediatrics and even surgery needs holistic thinking and strategic thinking.
Judging from the interlocking business context of obstetrics, its marketing plan is clearer than other clinical departments. Taking the sense of marriage and childbearing ceremony and the meaning of life as the promotion theme, the design of gynecological premarital examination package and pregnancy preparation package can design life picture books and special souvenirs, and can also be related to free pregnancy preparation consultation and pregnancy test services in obstetrics. The flexible connection of small card stage can be designed as the experience course of pregnant women's school or the fee reduction of production package, while the big card stage can be related to the production of memorial gift boxes and postpartum rehabilitation offers in hospitals. Carefully design the school curriculum for pregnant women, giving consideration to professionalism and interest, and not going through the motions. Starting with the clues of business context, customers can get the full-course fee package of pre-pregnancy, mid-pregnancy, delivery and postpartum services in our hospital, which has absolute advantages over other hospitals in decentralized selection of services. In addition, when designing the marketing plan of obstetrics, don't forget to design the preferential plan of future pediatric service for newborns produced in our hospital, because retaining pediatric customers will greatly retain the choice of pediatric family members in our hospital.
Obstetrics customers are more concerned with service selection factors. If we sort out the hospital's service setting and regional market strategy, we can make price positioning and cost accounting accordingly. Maternity insurance schemes in various regions are relatively mature and stable, and the clinical path of natural delivery and cesarean section is clear. Accumulate the charging standards of various diagnosis and treatment items and calculate the disease cost, which not only makes clear the profit and loss space of LDR delivery room package and single senior ward package, but also becomes the discount basis for market promotion. By tracking the trend and benchmark of obstetric service in other institutions in this area, we can continuously improve the efficiency and benefit of obstetric service in our hospital, which can break through the bottleneck of slow growth of neonatal production.
Many directors feel that without these plans and management, the clinical business seems to be stable. In fact, such a service plan is not only related to the fluctuation of business income, but also related to the resource allocation and cost control of the department. For example, the demand assessment of fetal heart monitoring equipment in obstetric center, the expansion scheme of waiting beds and delivery beds, and the separation scheme of prenatal beds and postpartum beds all involve the business response between customer demand and service supply. Without such comprehensive consideration, the director may "put out the fire" everywhere at any time. For example, the number of outpatients broke out but the number of inpatients was scarce; For example, the business is growing rapidly, but the department staff have no support for long-term overtime; For example, the number of cesarean section has increased sharply, and the preparation of medical consumables is insufficient. These supporting questions are "press the gourd and lift the gourd". The operation of the department is to assist the director to make a good business plan and coordinate its implementation, eliminate the director's anxiety, and let the director pay attention to the clinical medical quality and the future development of the department.
With the increasingly fierce competition in the regional medical market, department directors have the idea of going out on their own initiative. In the next step, the director needs to be "aware" of the service supply in the hospital and the "people-oriented" of customers outside the hospital, be able to accept the test of medical quality by the market, accommodate the passenger flow required by the market for specialized services, and implement the development goals of the department with the idea of making business plans and allocating corresponding resources, so as to achieve the ideal results of income increase and cost saving at the same time.
The director of clinical department should not only face the business competition of all departments in the hospital, but also face the catch-up of benchmarking institutions in the region, shoulder the heavy responsibility of academic leaders, be bound by medical quality and safety, and have the ambition to compete for the first place in the business promotion area. The road to the development of leading departments is long and difficult, and it takes a long time to run the departments well.
When designing a broad plan, don't forget to design a preferential plan for future pediatric treatment services for newborns produced in our hospital, because if we retain pediatric customers, we will retain the choice of pediatric family members for treatment in our hospital with great probability.
Obstetrics customers are more concerned with service selection factors. If we sort out the hospital's service setting and regional market strategy, we can make price positioning and cost accounting accordingly. Maternity insurance schemes in various regions are relatively mature and stable, and the clinical path of natural delivery and cesarean section is clear. Accumulate the charging standards of various diagnosis and treatment items and calculate the disease cost, which not only makes clear the profit and loss space of LDR delivery room package and single senior ward package, but also becomes the discount basis for market promotion. By tracking the trend and benchmark of obstetric service in other institutions in this area, we can continuously improve the efficiency and benefit of obstetric service in our hospital, which can break through the bottleneck of slow growth of neonatal production.
Many directors feel that without these plans and management, the clinical business seems to be stable. In fact, such a service plan is not only related to the fluctuation of business income, but also related to the resource allocation and cost control of the department. For example, the demand assessment of fetal heart monitoring equipment in obstetric center, the expansion scheme of waiting beds and delivery beds, and the separation scheme of prenatal beds and postpartum beds all involve the business response between customer demand and service supply. Without such comprehensive consideration, the director may "put out the fire" everywhere at any time. For example, the number of outpatients broke out but the number of inpatients was scarce; For example, the business is growing rapidly, but the department staff have no support for long-term overtime; For example, the number of cesarean section has increased sharply, and the preparation of medical consumables is insufficient. These supporting questions are "press the gourd and lift the gourd". The operation of the department is to assist the director to make a good business plan and coordinate its implementation, eliminate the director's anxiety, and let the director pay attention to the clinical medical quality and the future development of the department.
With the increasingly fierce competition in the regional medical market, department directors have the idea of going out on their own initiative. In the next step, the director needs to be "aware" of the service supply in the hospital and the "people-oriented" of customers outside the hospital, be able to accept the test of medical quality by the market, accommodate the passenger flow required by the market for specialized services, and implement the development goals of the department with the idea of making business plans and allocating corresponding resources, so as to achieve the ideal results of income increase and cost saving at the same time.
The director of clinical department should not only face the business competition of all departments in the hospital, but also face the catch-up of benchmarking institutions in the region, shoulder the heavy responsibility of academic leaders, be bound by medical quality and safety, and have the ambition to compete for the first place in the business promotion area. The road to the development of leading departments is long and difficult, and it takes a long time to run the departments well.