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论文编号：	11378
作者编号：	2320170652
上传时间：	2019/12/13 11:47:24
中文题目：	VISTA国际医疗中心商业模式及实施研究
英文题目：	Research on Business Model and Execution of VISTA Medical Center
指导老师：	任星耀
中文关键字：	商业模式；民营医疗；私立诊所；VISTA
英文关键字：	Business model; Private medical care; Private clinics; VISTA
中文摘要：	作为医疗服务体系的重要组成部分，民营医疗对我国深化医疗改革起到了积极作用。随着经济的发展以及消费者对于医疗服务需求的不断提升，医疗服务市场转变了格局，以满足消费者多元化和多层次化的需求。对于民营医疗机构而言，日益激烈的市场竞争带来了一系列的问题。优质医生资源稀缺、医院业务结构单一、利润未能差异化和多元化、成本高、风险大等问题频频出现。在这样的情况下，私立医疗机构有必须要摸索出适合自己的商业模式，找对商业逻辑和方法，为利益相关者创造价值并从中获得利润增长，从而在激烈的市场竞争中脱颖而出。 作为国内首批兴起的民营医疗机构之一，VISTA在多年的资源和经验的积累中，逐渐摸索出适应市场需求变化的商业模式，在实施过程中不断探究切合目标客户需求的各项高端医疗服务。经过十多年来的探索与实践，VISTA的产品和服务已经从传统医疗向健康管理转型。总体来说，VISTA积攒了一定的经验并取得了一些成绩，但仍存在着问题与挑战。本研究对VISTA面临的环境进行分析，主要包括所在行业的现状及潜力分析、诊所概况及面临的竞争、SWOT分析三个部分。VISTA成立较早，同时地理位置和环境俱佳，早年就在北京的外国人市场创立了良好的口碑，使VISTA长期拥有稳定的客户来源和收入，也让诊所有实力支撑业务创新和医疗服务的升级。但这同时也造成了VISTA内部管理科学性较差、缺乏合理的绩效管理机制、优秀人才流失和对诊所品牌打造不重视的问题。随着新开私立医疗机构、公立医院的特需和国际部加入高端医疗市场的竞争，客户群体被越来越多的竞争者瓜分，VISTA的门诊业务量逐年递减，给VISTA带来了极大的挑战。 为了寻求突破的方法，本文分析了VISTA商业模式的构成要素及商业模式在实施中遇到的问题，包括渠道缺乏有效管理，与重要合作伙伴之间的合作有待改善，关键业务与核心资源匹配度不够，以及企业健康业务盈利模式有待改善四个方面。并有针对性地提出了实施的改进方案，包括通过加强渠道建设、结合多元化医疗产品和服务的经营以提升品牌知名度、加大对高消费客户人群市场的开拓；改善与商业保险公司的合作模式，将传统的合作模式转变为管理式医疗与保险融合模式，为客户提供健康、为保险公司实现控费、为诊所赢得客户占有率，实现“三赢”，并与医生集团、药企和私立专科医院之间展开合作；围绕核心资源，打造专家特色和家庭医生的专业化服务，以优质就医环境为基础，在专业化发展中发挥出自己的品牌优势，塑造诊所有特色的整体品牌形象；以及调整企业医务室业务地盈利模式，降低运营成本、提高业务收入，以推动诊所持续发展。最后分析了VISTA商业模式改进方案实施的保障，主要包括组织文化保障、人力资源保障、医疗质量和信息化保障三个方面。
英文摘要：	Private medical care is an important part of China's service system, and plays an important role in launching health reforms in China. With the improvement of economy and people's requirements for medical services, the pattern of the medical market has also changed a lot. The competition faced by private medical institutions is becoming more intense, such as the scarcity of high-quality doctors' resources, the single structure of hospital business, the failure to differentiate and diversify the profits, the high cost and the large risk and so on. Under such circumstances, a private hospital must figure out own business model, and create value for stakeholders and obtain profit growth to stand out in the fierce market competition. As one of the first domestic emerging private medical institutions, VISTA gradually has explored the business model to adapt to changed market demand after accumulating resources and experience over several years, and explored the target customer demand for various high-end medical services in the implementation process. After more than a decade of exploration and practice, VISTA has transferred the products and services from traditional medicine to health management. In general, VISTA has accumulated some experience and achievements, but there are still problems and challenges. This study analyzes three parts, including the current situation of this industry analysis, the current situation of VISTA, and SWOT analysis. VISTA creates good reputation among the foreign customers in Beijing due to the early set-up, good location and environment. And it makes VISTA get a long-term and stable income, which can support business innovation and medical services upgrade. On the other hand, VISTA is weak in internal management, performance management and brand building, which caused the brain drain. As the new opening private medical institutions and international departments of public hospitals have joined the competition in the high-end medical market, the customer group has been shared. VISTA's outpatient business volume is decreasing year by year, which brings great challenges. In order to find a breakthrough method, this paper analyzes the components of VISTA’s business model and the problems encountered in the implementation of business model: The channel is lack of effective management; the cooperation with commercial insurance companies needs to be improved; key business and core resources are not matched enough; the profit model of enterprise business needs to be improved. According to all above, implementation of the improvement program is proposed in this paper: Enhance brand awareness and increase the market for high-end customers through channel construction and diversified operation of medical products and services; Improve cooperation with commercial insurance companies and transfer the traditional mode of cooperation into medical & insurance management integration model to achieve win-win-win between customers, insurance companies and VISTA; And cooperate with doctor groups, pharmaceutical companies and private specialist hospitals; Build experts’ expertise and family doctors professional services around the core resources, and play VISTA’s own professional brand advantages and unique brand image based on high-quality medical environment; Adjust the corporate infirmary business profit mode to reduce operating costs, improve business revenue and promote the continued development of VISTA. Finally, the implementation of VISTA business model improvement program is analyzed, including organization & culture guarantee, human resources guarantee, medical quality and information guarantee.
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