Lange Zhiyang International Marketing Consulting Agency Yufei
Medical is a tree, medical ethics is the root, medical safety is the trunk, service quality is the leaves, and patient satisfaction is the fruit.
In the United States, many hospitals have specialized soothing medical teams. When the supervisor feels that the patient needs it, they will ask them to come for consultation.
Compared with front-line clinical doctors, they can spend more time communicating with patients and their families, introduce the condition and prognosis in detail, understand the true thoughts, concerns and difficulties of patients and families, and help patients and families understand the shift in the treatment focus, establish a treatment purpose that is recognized by both parties, and help them prepare and plan the next step more fully.
In Asia, Japan is the first to provide soothing medical treatment.
After being included in medical insurance, 99% of Japanese people chose to enter the death through soothing medical care.
In Taiwan, soothing medical care is called "palm care". When a doctor judges that the terminal patient's life is only six months, he will initiate legal procedures. The patient will make medical-related wills, give up invasive rescue, and enter the palm care stage.
In China, even among medical staff, a considerable number of people still have serious lack of understanding of this concept and discipline; and among ordinary people, they only recognize active rescue and avoid death.
The popularization of soothing medical care requires more active participation from doctors and hospitals, and more importantly, the support of government-level policies and regulations; and the implementation of death education among the general public is even more crucial to change people's blind superstition about "active rescue" and the wrong understanding that "supplementing medical care is equivalent to leaving relatives behind and giving up treatment."
Today, as medical technology products are becoming increasingly homogenized, high-quality services are becoming increasingly powerful means for hospitals to win public trust and loyalty.
While patients paying the most attention to medical technology, their attention to services is gradually increasing, that is, from simply curing diseases and seeking technical medical services to gradually paying attention to humanized services such as medical experience, environment and processes.
Obviously, complete equipment, comfortable environment and thoughtful service, in addition to highlighting the image of the hospital, can help patients to fully satisfy their psychologically while eliminating their physiological diseases.
allows them to strongly feel the concept of being supported by others when they need it, and while receiving diagnosis and treatment, they can experience the powerful motivation from their inner spirit.
The latter requires hospitals not only to save lives and heal the wounded, but sometimes they also need hospitals to be people-oriented to create a value.
American oncology sociologist Professor Holland once said that the "four lifebuoys" of doctors:
As we all know, patients are the "ultimate voters" in the medical service market, which determines whether the value and brand assets created by the hospital can be realized.
Therefore, the existence and level of hospital brand assets depends on the patient, not the hospital. Patient-oriented brand assets are a prerequisite for the continuous development of the hospital.
Brand assets is actually an intangible asset of the hospital, which specifically includes five aspects: brand awareness, brand reputation, brand loyalty, brand Lenovo and market influence. The first four aspects represent patients' perception of hospital brands, and the latter aspect represents the feedback from the medical service market to hospital brands.
Brand assets are ultimately driven by brand image, which is the cornerstone of building brand assets.
is patient-oriented to build hospital brand assets, generally in four steps:
first, establish hospital brand awareness;
second, give hospital brand connotation;
third, establish hospital brand response;
fourth, establish hospital brand relationship. The four steps of
are not independent of each, but have an layer relationship. The next step depends on the successful implementation of the previous step.
cannot treat hospital brand assets as a financial concept alone, because brand image is its driving factor, and brand image exists in the minds of patients. The value of hospital brand assets depends on the patient's recognition.
Therefore, hospital brand assets are also a marketing concept. If you do not truly grasp the essence of hospital brand assets and only build hospital brand assets with a patient orientation, then it will always be in the conceptual sense and cannot be truly realized.
"Who am I?" does not matter, the key is "Who do others think I am?"
This is a way of looking at the hospital from the perspective of the patient.
Now that the medical competition is extremely fierce, only when patients understand "XX Hospital is 'who'?" and "What can XX Hospital do?" can they ensure the hospital's brand improvement and sustainable development.
Of course, patients' impression of the hospital comes from the hospital's dissemination of their own image. The hospital must first figure out "Who are you?" and "What can you do?", and then continue to spread effectively to truly establish the hospital's brand.
In reality, medical service brands are no longer an unfamiliar topic.
patients need brands, and hospitals attach importance to brands. Hospitals always try to establish brand affinity through their own business behaviors and innovative activities, while patients choose medical brands they understand, trust and love based on their personal preferences. The organic unity of these two behaviors indicates that the hospital has begun to enter the era of brand management.
"Image First" is a specific withdrawal of hospital integrity characteristics, and reputation and image are more important than any other product.
Hospital marketing is indeed a big market with great development potential, and is currently in the awakening period. How to be unique among many hospitals and attract attention? In addition to traditional media means, innovation in marketing methods and improvement of service means constitute a humanized resource integration platform.
Among them, developing and utilizing the "attention economy" is to obtain a lasting wealth, which makes you take priority when you acquire anything.
At the same time, the real foundation of medical care is medical strength. Only with solid medical strength and reasonable marketing skills can we attract more customers.
3. Cultural brand
Hospital brand has always had a natural relationship with culture. On the one hand, a brand is the product of the combination of material and spirit, entity and symbol, quality and commitment, that is, a brand is the result of cultural integration and the embodiment of cultural charm;
On the other hand, culture is the connotation and life of a brand, and the improvement of a brand cannot be separated from culture. Culture will inevitably penetrate and fill it and play an incomparable role.
In the process of creating a hospital brand, culture plays a catalyst, making the brand more meaningful and charming, and more competitive; in the process of brand communication, culture plays a carrier, allowing consumers to remember the brand, thereby increasing the brand's popularity and reputation and increasing the brand's market share.
Brand culture is the most core DNA of the brand. It contains spiritual elements such as brand value concepts, taste and interest, emotional expression, and is a natural expression of brand value connotation and emotional connotation, and an effective carrier for the brand to touch the hearts of consumers.
Famous brand marketing expert and founder of Lan Ge Zhiyang International Marketing Consulting Agency, Teacher Yu Fei, mentioned in his lecture at Tsinghua University that hospital culture is both the core soul of the hospital and the essential feature of the hospital. It is the team performance generated based on the management methods advocated and executed by leaders.
Its three origin factors are—social and economic and cultural development (qualitative), hospital senior management personnel themselves (positioning) and management methods (quantitative).
Excellent hospital culture must be transitioning from the start-up period to the rules, from the rules to performance, performance to innovation, and finally has a long-term orientation.
Therefore, it is said that the core of the formation of hospital culture is identification and sharing.
There is no value in culture without recognition, and the key to recognition is the participation and sharing of employees, customers and society. We believe that hospital cultural management is a kind of management at the highest level, and all material and performance emerge under the guidance, promotion, penetration and influence of culture.
The cultural brand of hospitals is a natural embodiment of organizational culture, refers to the spiritual concepts with their own characteristics created and formed by the hospital in development practice, and is a common trend of individual values and behaviors.
A hospital with an excellent organizational culture will produce great cohesion and will enable employees to share the mission and responsibilities of their organization. This excellent organizational culture will subtly penetrate into the daily behavior of each employee, and enable the public to feel the cultural brand and value of the hospital through the behavior of employees.
Cultural brand does not equal entertainment activities.
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