First, the current situation of the medical market in China
1. The medical market in China has huge demand capacity.
The main reasons for the huge demand capacity of the medical market in China are:
(1) China has a large population, and residents' medical consumption potential is huge. As a big country with a population of 654.38+0.3 billion, its market capacity and development potential are enormous. In recent years, China's national economy has developed steadily and healthily, and the income of residents has been continuously increased, which has enhanced the medical consumption capacity of Chinese residents. The growth of medical consumption is higher than that of GDP in the same period.
(2) The irreplaceable characteristics of medical service products. The demand price elasticity of medical services, especially basic medical services, is lower than that of other products, showing the so-called rigidity. The basic medical consumption demand for safeguarding the right to life and health is irreplaceable and urgent. In the case of insufficient purchasing power, most consumers cannot automatically restrain their desire to consume and reduce their consumption demand.
2. The allocation of hospital health resources is not balanced.
First of all, there are too many hospitals, and the utilization rate of beds is uneven: the hospitals under the Ministry of Health, provinces, municipalities directly under the Central Government and autonomous regions have the highest utilization rate of beds; Municipalities directly under the central government, provincial hospitals, provincial hospitals and local hospitals take the second place; County hospitals and rural township center hospitals are the lowest. Second, the duplication and waste of hospital resources: most hospitals expand medical equipment and beds in a "big and comprehensive way", resulting in repeated construction of medical resources in the region. Third, the distribution of doctors among cities, counties and rural towns is unreasonable. Doctors in municipal districts basically meet the medical needs, but the health resources in county-level areas, especially rural towns and villages, are relatively insufficient.
3. The medical market is seriously divided and the management is not standardized.
All walks of life, including the army and large factories and mines, have their own medical institutions. Because of their different ownership, there is multi-head management. Therefore, medical institutions in all walks of life often interfere with the supply and demand of the medical market through administrative intervention from the local interests of their own departments and systems, resulting in disorder of the medical market. Due to multi-head management, the medical market competition lacks necessary macro-control. The hospital management system is chaotic, and the classified management of medical institutions has not been fully implemented; Social and personal medical services lack strong supervision and management; The designated hospital system is monopolistic and lacks a reasonable and effective competition mechanism.
Second, the problems in pharmaceutical marketing
1. The marketing concept is backward and cannot adapt to the development of the medical market.
As the fundamental guiding ideology of hospital management, marketing concept has pointed out the direction for the reform and development of hospitals, but there is a phenomenon of deviating from this purpose in hospital management at present. Due to the strengthening of management consciousness and the change of values, the medical industry has paid attention to economic interests and neglected professional ethics, and paid attention to medical quantity and neglected medical quality, which seriously damaged the interests of consumers and the image of medical staff. For example, medical personnel participate in selling drugs in order to obtain kickbacks from pharmaceutical manufacturers; Individual departments only set up professor expert clinics instead of general clinics, which has a bad influence on society and consumers.
2. Marketing management is out of touch with the market.
Many hospitals don't realize that with the reform of medical and health system, hospitals have gradually changed from simple welfare nature to welfare and management nature. The internal management of the hospital still follows the methods and means of the planned economy period in the past, and has not fundamentally changed the style of "official doctors" who relied on "imperial grain" and inferior patients to come to the door. This is not in line with the concept of modern marketing to create markets and tap market demand. In the management structure, most hospital directors are still technical experts, who are experts in technology and laymen in management.
3. Medical service products do not meet the market demand.
For a long time, the products in China's medical market are single, and hospitals only focus on medical care, ignoring the needs of consumers in disease prevention, health care, rehabilitation and consultation, weakening the competitiveness and development potential of hospitals.
4. The medical service level is backward, and patients' satisfaction is low.
Due to the one-sided pursuit of economic benefits, the short-term behavior of most hospitals is very obvious, disputes between doctors and patients occur from time to time, patients complain that the hospital charges are too high, the phenomenon of "big prescription" is widespread, and the service attitude and service level of medical staff are poor, which seriously damages the market image of hospitals and reduces patients' satisfaction with hospitals.
Third, medical marketing strategies
1. Establish the modern marketing concept of "patient-centered".
The core of marketing concept is to correctly handle the interests of hospitals, patients and society. Hospitals should grasp the following points when implementing modern marketing concepts:
(1) correctly understand and meet the needs of patients;
First, to meet all the needs of patients for a medical service product, that is, to require hospitals to achieve it through the overall product concept;
The second is to meet the changing needs of patients, that is, to grasp the concept that medical service products and medical technologies have a market life cycle;
Thirdly, it is necessary to meet the different requirements of patients with different characteristics for medical service products, that is, target marketing theory.
(2) Long-term interest view: Under the product view and marketing view, the only criterion to measure the hospital's benefit is profit, which is the short-term behavior of hospital marketing. Modern marketing hospitals emphasize long-term development rather than making money from every transaction. In the market competition, we should not only take profit as the sole criterion to evaluate hospitals, but also comprehensively measure the satisfaction of hospitals to patients' needs by their status, market share and hospital image.
(3) Adapting to the environment and giving full play to advantages: The theory of "ecological marketing" in modern marketing emphasizes that hospitals can survive and develop only if they adapt to the market environment like natural creatures, especially in the environment where science and technology are constantly improving, new research fields and market fields are constantly being developed, professional division of labor is more detailed, socio-economic and cultural development and changes are accelerating, and hospitals are increasingly dependent on the outside world. Therefore, when making marketing decisions, hospitals should not only consider the market demand, but also consider their own advantages in order to gain the initiative in the market.
(4) Overall marketing and all-staff marketing: The factors affecting hospital marketing can be divided into two categories: one is external factors, such as medical market competition, national medical and health policies and laws. Relatively beyond the control of the hospital. The other is the internal resources and various marketing factors of the hospital, which can be controlled by the hospital itself. Hospitals must integrate internal and external factors in a systematic way to form their own marketing mix. At the same time, hospital marketing is not only the work of marketing department, but also impossible without the cooperation of technical department, financial department and various departments.
2. Implement the target marketing strategy.
Target marketing includes three aspects: market segmentation, target market selection and market positioning. This strategy contains the idea that hospitals are not satisfied with occupying a place in the whole market, but pursue greater market share in smaller market segments. This value orientation is of great significance not only to the market development of tertiary hospitals, but also to the survival and development of primary and secondary hospitals. Small and medium-sized hospitals have limited funds, backward technology and lack competitiveness in the overall market or larger market segments. However, through market segmentation, it is often possible to introduce appropriate medical services or professional knowledge into these small or small market segments and adopt appropriate market positioning to achieve better economic benefits. Some small hospitals or doctors' clinics are doing well in the highly competitive market, even leading in a certain aspect. This is the secret, and this is the result of correct operation and market segmentation strategy.
The target market selected by the hospital must meet the following requirements: First, it has an appropriate scale and demand, not all hospitals, and the bigger the target market, the better, because the greater the market capacity, the fiercer the competition, which is unfavorable to small and medium-sized hospitals, so hospitals should choose the target market with an appropriate scale that matches their own strength; Second, it has certain purchasing power to ensure the profitability of the hospital; Third, the market where competitors are not completely monopolized; Fourth, hospitals have the ability to operate the market; Fifth, there is a relatively stable social environment.
3. Implement differentiated competition strategy.
The core of implementing differentiated competition strategy is to pursue and create distinctive personality and characteristics of hospitals. Hospitals rely on this feature to form their own unique market, and the essence of finding and realizing hospital characteristics is the market positioning process of hospital marketing. The competitive positioning methods available to hospitals are:
(1) First-class technical level positioning. The fundamental purpose of patients seeking medical treatment is to eradicate the disease. According to its own situation, hospitals constantly improve the level of medical technology, constantly adopt new theories, technologies and treatment methods, and rely on excellent medical skills and high-quality medical staff to win in the market competition. This positioning method is suitable for large hospitals with higher level.
(2) Good medical ethics orientation. Good medical ethics is the core of hospital culture construction, and the most basic psychological state of patients is "three essentials: one is to be optimistic about the disease, the other is not to be slaughtered, and the third is not to suffer indignities". The Third Hospital of Hebei Medical University put forward "whether the patient is satisfied, whether the patient is convenient and whether the patient needs it" as the standard to measure the quality of hospital work, which embodies the hospital's management idea of "serving the patient and putting the patient first", thus gaining the trust of the patient.
(3) Good social image orientation. Excellent service, modern management methods and technology, perfect employee image, noble hospital concept and creating good social benefits are the main means to establish hospital image. For example, by establishing medical poverty alleviation points, insisting on voluntary visits to surrounding poor villages, establishing poverty alleviation wards, and issuing poverty alleviation cards to poor people, the good image of the hospital will be rooted in the hearts of the public, so that the intangible assets of the hospital will increase in value and have long-term competitive strength.
(4) Hospital-specific medical technology positioning. According to the characteristics of the target market, determine your own medical model, which is the so-called "small comprehensive specialty" medical model. On the basis of certain comprehensive treatment, the hospital has formed specialty characteristics from one or several disciplines, formed a fist product, and created a brand effect with high social visibility in the local medical market, thus driving the development of the whole hospital. The cancer center of a hospital in Nanjing is supported by five departments: surgery, radiotherapy, intervention, immunology and traditional Chinese medicine, forming a major specialty of the hospital and having strong competitiveness in the local medical market. The income of cancer center accounts for about 50% of the total hospital income, from 65438 to 0999. In addition, infectious disease prevention centers, orthopedic hospitals and children's hospitals all belong to the application of this positioning strategy, which is especially suitable for small and medium-sized hospitals.
4. Adopt patient satisfaction strategy.
According to the theory of patient satisfaction (CS), patients' satisfaction with hospitals consists of three systems: concept satisfaction (MI), behavior satisfaction (BI) and visual satisfaction (VI). Patient satisfaction marketing refers to the comprehensive result of coordinated action of these three elements to improve patient satisfaction in all directions. The three aspects of CS system are closely related and highly hierarchical, thus forming an orderly and functionally coupled CS system structure.
(1) concept satisfaction: refers to the state of psychological satisfaction brought by hospital concept to patients. Including: quality management concept, quality management creed, hospital mission, quality objectives, quality spirit, quality culture, hospital style, etc. Conceptual satisfaction is the core of patient satisfaction. It is not only the purpose of hospital marketing, but also a banner to win the understanding, trust and support of patients and the public. Internally, it is a noble spiritual force that promotes employees to form a sense of purpose, direction, mission and responsibility. The construction of hospital concept must solicit the opinions of internal staff and external public, strive for their approval and make them satisfied.
(2) Behavioral satisfaction: refers to the psychological satisfaction brought to patients by the overall operation of the hospital, including behavioral mechanism satisfaction, behavioral rules satisfaction and behavioral pattern satisfaction. Because the focus of conceptual satisfaction is to realize the patient's values and clarify what the patient wants and should do, it is biased towards the patient's psychological satisfaction and the foothold is satisfaction. The operational focus of behavior satisfaction is to incorporate the concept satisfaction into the planned behavior mode, which is to spread the hospital concept spirit and treat employees and patients at home and abroad in organizational system, management training, code of conduct, public relations, marketing activities and public welfare activities. In the behavioral satisfaction system, one is the employee's satisfaction with the hospital; Second, patients' satisfaction with the hospital, including medical quality, medical level and medical service price; Thirdly, patients' satisfaction with hospital services, including service quality satisfaction, performance satisfaction, security system satisfaction, service integrity and convenience satisfaction and environmental satisfaction, is the focus of behavioral satisfaction.
(3) Visual satisfaction: refers to the psychological satisfaction brought by various visible images of the hospital to patients, which is reflected in the hospital's medical equipment, ward layout, medical staff's instrument attitude, smiles on their faces and so on. It is a concrete and intuitive form of information transmission in hospitals and a system that directly affects patients' satisfaction.
5. Innovative strategies for medical products and services.
In the 265438+20th century, people's demand for medical products is constantly expanding, and the demand for medical products is also getting higher and higher. With the hospital gradually changing from a single medical model to a combination of medical treatment, prevention, health care, rehabilitation and consultation. Rehabilitation service will become another main business of the hospital after medical service, especially the community rehabilitation service proposed by the World Health Organization in 1976 will be widely implemented. Enterprises should analyze consumers' consumption psychology and behavior according to the changing characteristics of medical market demand, and constantly develop new medical services to meet the market. The innovation of products and services should start with the overall concept of medical service products and seek innovative ideas at three levels: core products, entity products and additional products.