Measures taken

(1) Clarify the development positioning, development direction and development strategy

1. Clarify the development positioning of the hospital

Chapter First, it is positioned at the employees of the enterprise. Use the emotional foundation of the past to continue to occupy this ready-made market.

Second, locate the 50,000 residents around the hospital. It is necessary to provide basic medical services to the nearly 50,000 residents in the surrounding area, because 90% of the residents need basic medical services, which can (only need to) treat some common diseases and clearly diagnosed chronic diseases, and only 10 % of the residents need high-tech technical services. Even if the staff hospital has high-tech technical services, they will not come or dare not come. Even if there are experts from large hospitals, they may not be attractive. When ordinary people go to the small hospital at their doorstep to see a doctor, they first want convenience, cheapness, familiarity, and good service, not the availability of experts. Therefore, basic medical services must be made into high-quality products and high-quality service strategies must be implemented.

2. Clarify the development direction of the hospital

The development direction of first-level hospitals is community health services, which are based on communities and families and provide all surrounding residents with a combination of medical treatment, prevention, health care, It is a continuous, comprehensive, coordinated and holistic basic health service that integrates rehabilitation, health education and family planning technical guidance. The basic concept is: make friends with community residents and become a health agent for the people in the community; take the initiative to provide services to community residents and conduct comprehensive and all-round management of the health of community residents; maintain a continuous relationship with community residents and provide services in one interaction. Friends for a lifetime, service for a lifetime (one time is equal to a lifetime); one touches one, and touching one is equal to touching ten (one equals ten).

3. Development strategies

Any hospital can adopt the six most basic development strategies: highlighting advantages, developing characteristics, breaking through development "bottlenecks", practicing unique skills, controlling costs, and Good marketing.

Highlight advantages - focus on 4 advantages: familiarity, distance, service and price.

Develop characteristics - highlight the characteristics of community health services. Services include medical treatment, prevention, health care, rehabilitation, health education, family planning technical services, psychological consultation, door-to-door services, home health care, physical examination, health management, expert consultation, hospital referral, etc. The service characteristics reflect people-oriented, patient-centered, family-based, community-wide, prevention-oriented, and comprehensive maintenance of the health of community residents. Service Commitment: Deliver services to your home, bring benefits to your home, bring health care to your home, provide one-stop service - first consultation and first inquiry, responsible service to the end, friend-style service, comprehensive and whole-person service services.

Breaking through the "bottleneck" of development - breaking through the "bottleneck" of concepts.

Practice unique skills: practicing simple skills to the extreme is a unique skill, such as comprehensive treatment of common diseases, chronic diseases, psychological problems, intravenous injections, scalp acupuncture, elderly health care, women's health care, children's health care, etc.

Control costs - The biggest costs come from a non-competitive environment and lack of cooperation spirit, as well as from idle resources and mismanagement, not from patient consumption. The cost of services spent on patients in most hospitals is too low, while the cost of idleness is high. General hospitals are trying their best to control the service costs directly spent on patients, rather than controlling administrative costs and idle costs. If the service cost spent on patients is too low, it will directly lead to the loss of the market.

Do good marketing: there is no bad market, only bad vision; there is no bad hospital, only bad marketing; there is no bad marketing, only bad concept.

External marketing - establish fixed contacts with relevant units, regularly hold lectures on women's health, conduct physical examinations for employees and general surveys of women's diseases, and provide physical examinations for the elderly in the surrounding areas; establish fixed contacts with nurseries, kindergartens and schools, Carry out services such as children's physical examination, growth and development evaluation, nutritional guidance, intellectual development, and consultation on learning issues; cooperate with the Women's Federation, Family Planning Commission and other departments to carry out some social publicity and activities to protect the health of women and children to expand visibility;

Internal marketing - do one-on-one high-quality service marketing, conduct full-process management, and carry out "after-sales" services.

(2) Establish an awareness of market competition

It is necessary to establish an awareness of market competition and know who to compete with, what to compete with, and how to compete. Competition among tertiary hospitals is positioned in tertiary disciplines, such as cardiology, cardiac surgery, respiratory medicine, urology, etc. The factors of competition are scale, equipment, technology, and experts. Competition between secondary hospitals is positioned in secondary disciplines, such as internal medicine, surgery, gynecology, obstetrics, orthopedics, etc. The elements of competition are high-quality services, specialty services and special services. The competition of first-level hospitals is positioned in first-level disciplines, such as basic medical care, prevention, health care, rehabilitation, health education, etc. The elements of competition are convenience, timeliness, thoughtfulness, friendliness, cheapness, effectiveness, safety, comfort, and durability.

(3) High-quality service measures taken

1. Transform the environment: Apply to the enterprise to transform the hospital environment before restructuring, including the hospital's facade, internal environment and facilities. Design a visual identity system, establish brand awareness, and change the hospital's decoration concept. Generally, hospitals are decorated in cool colors, such as white, silver gray, blue, etc.

In order to reflect the concept of family-oriented services, the decoration of our hospital adopts warm colors, using a mixture of three basic colors: pink, orange and goose green. In addition, from the perspective of ordinary people, to increase the comfort and convenience of the service environment, all service windows and countertops will be changed to completely open and seated services.

2. Transform the service process: Re-engineer the service process. Simplify what can be simplified, cancel what can be eliminated, replace what can be replaced, and continue what can be continued to provide convenience to the people. The patient's medical treatment process management sheet can be used to evaluate the quality and satisfaction of each service link. Doctors must fill in a return visit card when seeing a doctor, and use the return visit card to conduct follow-up visits. When seeing a patient, they make a friend and maintain lifelong contact with the patient. Carry out service process management, promptly discover problems in services, help patients solve problems, and ensure smooth processes, convenient services, and replacements. Carry out follow-up services, establish a follow-up service department, and increase proactive service and publicity efforts.

3. All-staff training: Carry out training on changing service concepts, discuss, write down experience, and hold a speech contest on "Changing Service Concepts and Revitalize the Hospital"; carry out quality service training, hold quality service competitions, and set up quality service Service red flags and stars are given, rewards are given to the winners, and photos of service stars are hung in the outpatient hall. Carry out success motivation training to stimulate everyone's desire for success, and tell employees that success has different meanings, that everyone can succeed, that there must be a method for success, and that there must be a reason for failure. Successful methods can be imitated, and reasons for failure can be avoided. of. After the training, everyone is required to write their own career development plan and unify their own development goals with those of the hospital, so that everyone can work together, work together, and develop in a coordinated manner. Continuously carry out basic quality education for employees, hold relevant activities and ceremonies, enhance teamwork spirit, and establish market awareness, competition awareness, service awareness and brand awareness.

4. Carry out humanized management: To impress patients, we must first impress employees. Managers must establish the concept of "employees first, service first, management is service". Care about employees' family life, send birthday cakes, hold birthday parties, and hold a commendation meeting every month so that employees can be respected and truly become masters; open employee suggestion mailboxes, provide timely feedback, and reward employees who make reasonable suggestions; increase communication with employees Communicate and set up a reception day for the dean; put monthly salary and bonuses in special envelopes and deliver them to employees in person by the leaders of the hospital, and write words of thanks on the envelopes. Let every employee feel that they are valued and cultivated. Everyone is a career development unit and can show their talents and develop.

5. Establish a cooperation network and increase the sense of security: maintain close contact and cooperation with higher-level hospitals, hire experts for consultation in a timely manner, be responsible for transfers, and be responsible for arranging hospitalization throughout the process, so that people can feel convenient and safe.

6. Reduce prices and fees: Reduce drug prices and inspection fees to the extent possible to enhance competitiveness. Add added value, such as sending physical examination cards, doing some health promotion activities, etc.

7. Establish a scientific performance management system and implement comprehensive incentives for employees: based on standards, requirements, norms and systems, using performance appraisal as the basic means, based on performance communication and feedback, establish A performance management system that focuses on improving the performance of individuals, departments, departments and the entire hospital.

Capacity (capacity) management (basic salary) - with the purpose of improving quality and ability, formulate ability requirements and training plans for each type of position and each person, design personal career development plans, and establish learning, Training, continuing medical education, assessment and reward and punishment system, the employees who are in the bottom 10% of the assessment every year are required to stay on the job for 1-3 months to study. After passing the assessment, they will be re-employed. During the study period, they will only be paid living expenses. Establish a rotational learning and training system for employees, with dedicated personnel responsible for implementing employee training and assessment.

Position management (position salary) - Formulate the words, deeds, attitudes, concepts and operating standards for various positions, carry out high-quality service job training, formulate standardized service systems, conduct regular spot checks and assessments, and carry out rewards and punishments based on the assessment results.

Output management (performance pay) - Set work goals such as economic benefits, social benefits and academic development, and conduct assessments, rewards and punishments based on the goals.