Recently, the Chengdu Branch of the Lilac Garden Clinic Management Tour Symposium was unveiled. As a representative of the new first-tier cities, Chengdu's primary medical market is also promising, attracting many new clinics, such as Johnson & Johnson Medical, Dr. Lu, and Ander Clinic.
At the conference, nearly 180 primary medical practitioners attended the conference, including Wan Kun, vice president of Johnson Medical, Yang Zefang, head of Clove Clinic, and Zhang Yongqiang, Ai Shen Medical.
Why is the primary medical market in Chengdu hot?
In fact, this is related to Chengdu's policy. On July 11 this year, the Chengdu Municipal Committee held a press conference on the theme of “actively creating high-quality lifeâ€. Jia Yong, member of the Municipal Health Planning Committee and deputy director, said that as early as 2016, the increase in the outpatient business volume of primary medical institutions in Chengdu exceeded the growth rate of hospitals, and the people's trust in primary medical institutions was significantly enhanced.
In the next step, they will further improve the level of primary medical services by strengthening hardware and software construction. First, the hardware upgrade project of grassroots medical and health institutions was vigorously promoted. During the “Thirteenth Five-Year Plan†period, the company will invest a total of 2.995 billion yuan to complete the upgrading and upgrading of the infrastructure of the grassroots medical and health institutions in the city, and upgrade the medical and therapeutic equipment. It is planned to complete 339 upgrades and improvements in the infrastructure of primary health care institutions by 2020. 384 files were upgraded, and 2,890 village clinics were publicized and standardized.
Up to now, 27 infrastructure improvement projects for township hospitals and community health service centers have been completed, 108 medical equipment upgrades have been completed, and 506 publicized standardization projects for village clinics have been completed. In the next step, we will also combine community building construction, synchronous planning and reconstruction of community medical service institutions to provide convenient and quality services for the public to seek medical care at the grassroots level.
The second is to continue to improve the primary diagnosis ability of primary medical institutions with the construction of medical associations. At present, the city has established 82 vertical and compact medical associations, which have achieved “full coverage†of medical and health institutions at all levels in the city. The next step will be to strengthen the connotation of medical associations and promote the sinking of quality medical resources; A number of initiatives, such as the introduction of talents, the cultivation of talents, and the use of rural doctors in the county, improve the ability of primary medical institutions to provide first-hand diagnosis, and enable the masses to enjoy better and more convenient medical services.
The third is to deepen the family doctor contract service. At present, the city has set up more than 2,000 family doctor teams and signed more than 6 million people. Through the measures of grid management of family doctors, priority is given to the elderly, chronically ill patients, severely mentally ill patients, pregnant women, children, and disabled people. And other key groups. This year, we jointly issued the “Standard Menu†for the family doctor service package jointly with the Municipal Finance Bureau and the Municipal People's Social Security Bureau. Residents can choose the contract service package according to different needs. We will improve the signing rate by continuously improving the quality of our services, so that family doctors can truly become residents' health gatekeepers.
Lilac Garden Clinic Development Alliance Service Upgrade
On this occasion, Lilac Garden officially released the Lilac Garden Clinic Development Alliance in May this year. According to Xu Kenan, Executive Director of Lilac Garden, all five benefits can be enjoyed in the clinics of the Alliance: Information Service (SaaS System), Line On-line course training, talent recruitment services, branding and third-party resource docking, and these services will also be based on the continuous update iteration of the big data platform of the clove garden itself.
In terms of information services, the clinic system will have a big upgrade and more amazing features. For example, in terms of medication guidance, doctors have more drugs, or there may be conflicts between the two drugs, and the system will have alarm reminders, which can help clinic doctors to control medical quality.
In addition, some medical service products that have been verified by offline clinics have also been included in the alliance's service system. For example, the clove clinic's star product "Child Growth Assessment" has been successfully created as a small online one. Procedures, clinics can more easily export growth and development reports for customers, but also enrich their product form and get more passenger flow.
"We will make good use of the data advantages of the clove garden itself, solve problems through informational means, and empower more clinics." Xu Kenan bluntly.
Johnson Medical: What do the chain clinics need to replicate?
"If you want to open a chain clinic, then copying is your instinct." Wan Kun, vice president of Johnson Medical, said this.
Johnson & Johnson Medical started from the first store in August 2014. Up to now, Johnson has deployed 42 medical institutions, including three formats: Community Center Hospital, which is a first-class hospital, 1,000 to 2,500 square meters, including hospitalization. Ministry, the bed is 20 to 50; the community comprehensive outpatient department only needs 400 to 600 square meters; the community general clinic, 100 to 200 square meters, it has only one or two departments, providing basic health consultation and medical services.
Through the development of Johnson & Johnson Medical in the past few years, Wan Kun summarized the following modes: The first is to build around the community, the service target is the family, close the physical distance between the clinic and the patient, and then slowly into the heart;
The second is the general-purpose model of prevention and treatment, which refines the positioning of services and products, not as precise as the division of large hospitals;
The third is the combination of home and pension. In the interval of 60 to 75 years old, there is more to raise a child. In fact, it is rehabilitation. More than 75 years old will enter the medical care, the medical ingredients will be more.
The fourth is the family doctor + health management membership model. With more medical institutions across the country, the management radius is also increasing and needs to be managed with a standardized IT tool.
In terms of standardization, first, the standardization of the treatment process, that is, the user experience map. The medical treatment process is a relatively long chain, with registration, consultation, prescription, follow-up, etc., and finally forms a closed loop.
Second, the standardization of medical quality is the lifeline of medical institutions. Medical institutions are very different from other industries, such as clothing stores, hotels, and laundries. Their services directly face users and there is no middleman. There are doctors in medical institutions, doctors are providers of professional services, and decision makers provide standardized medical treatment.
The doctor is in this link between the organization and the C-end user, so the status is particularly important. But doctors are not industrial products, and it is difficult to achieve uniform standardization. Doctors are a core of medical quality standardization, so some systems are needed to assist them in achieving more levels of standardization, such as qualification, training, management, and effective evaluation systems.
The last step is the location of the new store, which is very important. Once the location of the clinic is determined, the surrounding traffic pool is basically framed, which means that the number of surrounding households and the number of residents in the surrounding communities will not change much. “Our preferred city is a new first-tier city or a national central city, or a brand developer.†Wan Kun said.
In fact, the brand of medical services is really difficult to build, because gaining trust is a relatively long process. The purpose of standardization is to find the right way, to make a single store better to copy, let you make money; and the brand is broken, let users prefer you, do open source and value-added, is to make the clinic more and more valuable. So this is the relationship between standards and brands.
Wan Kun believes that the essence of the chain is to be a brand, and the essence of the brand is trust. Drive traffic through brands and retain customers with quality medical products . The key to this is standardization, such as the standardization of the treatment process, which we call the user experience. So how to design a user experience map, let customers feel satisfied in which parts, and where to feel the surprise, this is a problem that every operator should think about.
Aijin Medical: In the next 5 years, the number of private hemodialysis centers will increase to 3,000
So how do specialist clinics build? For example, how to build a hemodialysis center, how to manage chronic kidney disease in the community?
Zhang Yongqiang, the founder of Ai Shen Medical, said: "In the next five years, the Hemodialysis Center will gradually form a system based on public and private. At least 3,000 will be added, and these increments are basically based on private ownership. do."
Of course, this is inseparable from the policy. In 2017, the National Health and Family Planning Commission revised the regulations for the implementation of medical institutions, including the addition of new medical institutions, including the Peace Center, the Medical Imaging Diagnostic Center, the Nursing Center, and the Hemodialysis Center.
In the market, one out of ten people has chronic kidney disease, but the awareness rate is particularly low, about 12%, and the prevalence rate of diseases in different regions is very large.
The private hemodialysis center is not new, but it has been developed for seven years. In the past two years, it has been very hot. From 16 to 18 years, there have been more than 300 registrations, and in the past year, there have been more than 240. The market in this segment will grow larger and larger.
How to set up a hemodialysis center? Take Ai Shen Medical as an example. For example, we plan to open a hemodialysis center in the northwestern province.
The first is site selection, which needs to consider these factors: the first is medical insurance, the Hemodialysis Center is a heavy medical insurance program, 80% of patients are paid by medical insurance. The second is the population, the incidence and treatment ratio is there, and the population is not enough. The third is culture. Patients come three times a week, 120 to 150 times a year, so culture is very important. The fourth is government resources. The good news is that the licenses for medical institutions have been cancelled. You can run a lot less, but you also need practice licenses, environmental assessments, firefighting, etc.
The second is layout partitioning, including channel flow, security management, and the core is professional and human.
In terms of operations, the cost of a hemodialysis center, one-third is rent, one-third is personnel, and one-third is other costs, roughly the same as other medical institutions.
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