The pursuit of modern medical services is precisely the groupization of the industry, the proceduralization of medical technology, and the quality of disciplines. It requires sustainable development before progress and advancement.

Looking at the problem in reality, what the medical group is facing is how to grow from barbarism to professional growth. The pursuit of modern medical services is precisely the groupization of the industry, the proceduralization of medical technology, and the quality of disciplines. It requires sustainable development before progress and advancement. If the medical group wants to play the role of the market, it must change the traditional operation mode as soon as possible.

The most urgent task is to clarify the hospital’s four definitions, namely qualitative, positioning, function, and structure. Hospital decision-making is beneficial to whom is a qualitative criterion; whether it is offside, absent, dislocation and its degree are the hospital positioning criterion; the current stage of market development is the criterion for the hospital’s fixed functions; the hospital structure is designed according to the functions it should have. This kind of decision-making is not a matter of a few people's final say, but a joint effort of all levels.

Why should medical services be innovative?

Due to the limitations of the medical group's service business, the level of improvement is relatively rudimentary, and there is a lack of synergy between hospital departments and departments, so that the increase in performance effect is not obvious. So, why do medical services need to innovate? The so-called innovation is to increase value. If there is no added value, it is just a different solution, not an innovation. Innovation requires time, energy, and responsibility! To innovate, you must first ask questions. In my opinion, the step of innovation is to find answers to three sets of questions: Why? Why not? What if?

The first question: Why? It is to challenge the following medical service habits. For example, in the past few years to provide homogeneous medical services, hospitals should ask themselves why they did it and why they did it.

The second question: Why not? It is an opportunity for the new concept of hospital operation and management. For example, the hospital has done this a few years ago, but why not make continuous improvement and do better?

The third question: What if? In my opinion, the reputation of hospitals and medical quality is low, and well-known department experts or medical technology experts cannot be invited or retained, and their ability to attract patients and continue to influence patients Will be weaker. Even if some continuous improvements are made, those improvements can bring certain benefits to consumers, provide consumers with a new medical environment, and enable employees with innovative interests to obtain career development opportunities.

Hospitals must have business strategy development concepts and detailed market planning guidelines, and propose their own business plans and business development goals based on the characteristics of patients in each business department, the size of the market segment and the competitive landscape, and the strengths and weaknesses of competitors. Ensure to meet the existing medical market needs and continue to expand market share in accordance with business objectives.

Medical business is the core component of the hospital. Each clinical department in the hospital is a business competition unit. Each clinical department has its own distinct business, definable market segments and market competitors, and the overall department Setting and subdivision setting have formed a new field of competition for hospital strength and services today. Features can be created according to medical needs within the market or service radius.

Especially at the current stage, if hospitals want to break through the advantages of large-scale medical entity technology, overall scale, capital, reserve technical force, government policy resources, etc., according to market conditions, form differentiated and asymmetrical competition characteristics, gradually accumulate resources and cultivate The core competitive advantage of the hospital, the strong development of a single department business project with a strong regional market share, is bound to have a bright future. In a word, the credibility and brand establishment of a hospital requires a long-term systematic planning process and a gradual planning process.

5 aspects of medical service innovation

Generally speaking, there are five aspects of medical service innovation: discovery, improvement, combination, value-added and reward. Among them, "discovery, improvement, combination" is the definition of innovation, "value added" is the standard of innovation, and "reward" is the driving force of innovation.

Discovery refers to the urgent need for hospitals to change the operating status of the previous step-by-step, lack of planning and flexibility. That is, the medical resource matching decision, planned resource decision, and market promotion decision are regarded as the focus of hospital management decisions. This discovery can be called the hospital's strategic management decision and strategic management decision.

The strategic management of a hospital is actually an analysis of the hospital’s operating environment and internal operation situation, that is to say, the operation, management, and market goals to be achieved within a certain period of time, as well as the main policies, systems, and businesses formulated to achieve the goals. The process and the detailed plan for the execution of each stage and each indicator are determined. Use the design of business strategy to plan and brand the hospital's competitive products or build the core competitiveness.

Improvement refers to making the previous product better. For example, from receiving a patient to leaving the hospital; combination refers to the combination of existing medical resources into a service product chain with core value and added value. For example, in the routine diagnosis and treatment process, the existing clinical departments are integrated, and the consultation mechanism is established to make the diagnosis and treatment effect more clear and the diagnosis and treatment opportunities more convenient.

Innovative hospitals can give consumers more choices by developing new types of medical services. Obviously, value-added is the key node of innovative service-strength hospitals, which need to have 4 characteristics: 1. Proprietary technology; 2. Network effect; 3. Scale economy; 4. Brand advantage. Proprietary technology is the most substantial advantage of the hospital, making it difficult for the product to be copied by the outside world. Proprietary technology needs to be several times better than competitors in order to bring monopoly advantage. Less than 10 times can only be regarded as a marginal improvement. To achieve a technological breakthrough of more than 10 times, it is necessary to invent new technologies, or to improve on existing solutions by 10 times.

Take the best and stand up, get twice the result with half the effort; take advantage of the power to act and enhance the benefits

As far as "reward" is concerned, the hospitals under the medical group have issued employee handbooks to their employees, and there are few who can truly go to the hospital's vision and mission statement in accordance with the employee handbook, so that employees can accept the implementation of hospital cultural concepts. A large part of the statement is public relations rhetoric, perhaps using nice words to cover up the ruthless operation situation.

Many management principles that motivate employees are often ignored by hospitals, but seldom studied deeply. The more familiar it is, the more difficult it is to manage and fail to do so. For example, "know yourself and the enemy, win every battle", such as "can imagine", such as "comparing your heart to your heart", such as "comparing your heart to others" and "comparing your heart to your heart" and "doing to others what you don't want" Isn’t it the “empathy” that is often said in management? Management is sometimes a matter of magnifying some seemingly inconspicuous experience, repetitive application, and making it a work habit of employees.

In my opinion, respecting and affirming employees is a good reward. Because the most important need of human nature is to be respected and affirmed. In fact, the execution of employees determines the competitiveness of the hospital in the medical market to a certain extent. The essence of execution lies not in the individual, but in the hospital's norms. Execution is not an empty slogan, not relying on excellent employees, not expecting everyone to be spontaneous, but relying on a systematic and sound system-top-level design. In the same way, the execution force design is rational. The cultivation of executive ability is to explain the truth clearly. A checklist is required for enforcement checks.