"I am not a drug god" has poked the pain point of the Chinese medical industry and became one of the most popular movies this year. However, the movie is a movie after all, and the Chinese healthcare industry is still in the midst of change. With the continuous promotion of social medical policies and the gradual liberalization of medical market access conditions, many capitals and resources have poured into non-public medical institutions, and naturally there are tens of thousands of medical entrepreneurs.
Julia is one of the continuing entrepreneurs in the medical industry. When she first started her business, she changed from a dentist to a dental industry executive. In her second venture, she founded Meiwei Dental Care with her partners. The goal is to empower domestic excellent dental brands and experts and achieve personalized development. .
The germination of the concept of "human aggregation"
After graduating from Shanghai Jiaotong University, Zhu Liya entered the comprehensive department of a local top three hospital in Shanghai. Like most ordinary doctors, she lived a “two-point and one-line†day. She was busy with daily work such as medical treatment and duty, but her life was full. A little regret: When will the knowledge acquired by the university be useful?
In 2004, a Japanese dental clinic in Shanghai recruited dentists, and Julia decided to sign up and stand out from the crowd. Since then, she has abandoned the glamorous “public hospital doctor†status and career establishment and became a dentist in this Japanese dental clinic. For Julia, during the three years of work, the advanced management technology and management experience from overseas counterparts brought her great touch. "At the time, domestic dentistry was generally a nurse serving eight doctors at the same time. Patients with dental diseases need to stop getting up and spit, and the user experience is very bad. In foreign countries, it is “four-handed operationâ€, that is, a doctor with a nurse. In addition, the system of appointment management, IT system and other regulations is rare in China. In contrast, overseas dental clinics embody the human-centered approach to healthcare management."
Of course, every dentist wants to have a dental clinic of his own, as does Julia. After accumulating years of work experience, Zhu Liya became a shareholder of the dental clinic after she became a shareholder of the dental clinic. In addition to oral care, she also needs to take into account the site selection, finance, management, supply chain, public relations and other work. Under the tempering of these daily tasks, she quickly grew into an excellent dental clinic manager.
After the end of this period of entrepreneurship, Julia spent a whole year combined with her own experience to sort out the current situation of Chinese dental clinics. She believed that:
Driven by consumption upgrades, people's concept of oral health is constantly changing. “In the eyes of the older generation, the role of dentists is tooth extraction, dental implants and periodontal treatment; but in young people, dental clinics should not only have techniques such as tooth whitening, orthodontics and dental implants, but also regular Inspection and maintenance, etc., the concept of personalized oral health management has come to the fore."
Under this circumstance, some private dental brands have also emerged. For example, Baibo Oral and Riel Oral use M&A and direct marketing to expand across the country, and then adopt a unified management model and rules and regulations to give consumers a good medical experience; while Tongze Oral takes another path, using Participate in the opportunity of local public hospital restructuring, and then control a stomatological hospital through mergers and acquisitions. However, due to the large amount of funds required for mergers and acquisitions, local governments have the initiative and other reasons, the expansion of outlets is slow.
Regardless of the mode, the core element is the person - the dentist. In recent years, with the gradual improvement of the private medical system, under the guidance of the free practice policy, some dentists who advocate freedom and enthusiasm will sprout their own ideas, but the biggest difficulty is that they may be a good doctor, but Not a good manager, someone needs to be guided. At the same time, many dental clinics are also confused in the fiercely competitive market competition, and development is gradually falling into the bottleneck, and it is urgent to inject new blood into capital, technology and management.
Therefore, in the field of dental treatment, dentists and dental clinics are gathered together to release new kinetic energy to provide consumers with better oral health management services. Such a model has enormous commercial and social value. .
After a detailed investigation, Julia decided to introduce the US DSO model and improve it, which led to another format in the Chinese dental clinic. “Many people think that private doctors in the United States are more developed, and it is reasonable to say that there should be no chain brands. But in fact, the chain of American medical clinics is very common. For example, Heartland Dental, the largest dental institution in the United States, already has more than 750 clinics. Thanks to the DSO model.†Zhu Liya said, “DSO mode can provide dentists with the most advanced information, technology, training and other services, and help dentists to free themselves from the daily cumbersome administrative affairs. Focus on serving patients."
Implementation of the "Human Aggregation" Strategy
In 2016, Meiwei Dental Medical was formally established under the efforts of Julia and several core team members. Different from the traditional oral brand, the store continued to expand, and then introduced professional managers. At the beginning of the creation of Meiwei, it was decided to creatively propose a “business partner†model based on the DSO model based on the specific situation of China, from medical, capital and technology. Multiple dimensions such as talent, management, and other regional dental clinics and dentists who are interested in starting a business:
First, strategic investment operations. Meiwei and China Orient Assets jointly established a special M&A fund of RMB 1.5 billion, and plans to set up a 10 billion investment industry fund, mainly focusing on the layout of the oral health industry. By investing in mergers and acquisitions, Meiwei helped its brands solve a series of financial problems such as technical equipment renewal and store scale expansion, and enhanced their market leading edge in the region. Moreover, after completing the investment merger and acquisition, Meiwei will adapt to local conditions, and will generally appoint professionals to help the region set up a market operation team and formulate market operation strategies through 3-6 months, so that the market operation in the region can be quickly stepped up. On the right track. In the process, the company will continue to retain the original brand and grow together with the founders of the local dental chain.
Second, technology and talent upgrading. Dentists are a core element of dental clinics, and technology is a must for consumers to trust. Since its inception, Meiwei has introduced experts and talents from top universities and universities from the University of California, Loma Linda University, Shanghai Jiaotong University, Tokyo Medical University, and Japan to form a dental technical team with high technology and rich experience. Constantly enrich your medical team. In addition, Meiwei has also established “Industry, Research and Innovation Alliance†with dental colleges such as Romarinda University, Guangdong Medical University, Tianjin Medical University and Hubei Institute of Science and Technology in academic forums, clinical teaching, scientific research and innovation, medical technology and many other fields. Conduct in-depth cooperation and establish a talent echelon training mechanism to further help doctors improve their management and vocational skills. From “introduction†to “self-constructionâ€, Meiwei continuously exports talents and technologies to its brands and enhances its satisfaction among patients.
Third, operation management. “Dentists are not the profiteering industry that people imagine. Under normal circumstances, the scale of traditional dental clinics is difficult to expand, and the profit is only a few points. The reason is mostly because of the problem of operating conditions.†Zhu Liya said. In order to help dental clinics reduce costs and improve efficiency, Mevi took the lead in doing two things. First, based on the self-developed SaaS cloud platform, including CRM, marketing and promotion management, data operation management, electronic medical record EMR, financial management, image data, warehouse management, payment system, etc., comprehensively and efficiently collect and analyze doctors and patients. Based on the hospital/clinic diagnosis and treatment information, a big data system will be established to help its dental clinics provide one-stop oral clinic management solutions. Second, with the scale effect, Meiwei provides timely, efficient and quality for its brands. , normative procurement, especially in some high-cost equipment projects to obtain more bargaining space, while building a professional material management system with material demand planning, procurement implementation, fund payment and material reserves as the main content, throughout the supply The chain helps its brands reduce procurement costs.
Fourth, standard output. In order to integrate medical service brand and safety management with world-class medical service level, MNV United International Authorized Certification Agency DNV GL, based on the US CMS-authorized NIAHO? International Hospital Quality Assessment Standard, will implement forward-looking risk management and systematic processes. The management system was first introduced into the oral medical industry, and established a dental hospital management system and medical standard certification system with the pioneering significance of the oral medical industry. Based on this, the “M+†management certification system was derived. Based on the information management back-end, Meiwei gradually completed the standard control and certification of all its dental medical institutions, and finally created a “patient-centered†standard system that belongs to the dental industry, and realized “lifetime protection customers†nationwide. The core service concept of "oral health of the family".
Under the framework of the “business partner†system, Meiwei successfully gathered dentists and entrepreneurs together. Moreover, "Meiwei will not be excessively involved in the daily operation of the acquisition clinic. What we have to do is to empower our dental chain to improve their comprehensive operation management and profitability." Zhu Liya added, "Our partner plan is not It only stays in the mouth, but it is actually implemented. Taking Zhongshan Zhongshan Dental as an example, after joining the big family of Meiwei Dental, the scale of the company, operation management and other aspects have been significantly improved, in less than a year. In the time frame, the unit performance of the regional brand jurisdiction has achieved a growth of over 400%."
Today, Meiwei has teamed up with 12 brand chains, covering 35 cities, and its stores have reached 130, becoming the leading company in China's dental chain. Talking about the reasons for this rapid development, Zhu Liya believes that “human convergence is the driving force behind the traditional development of the industry. Meiwei is not a dental medical chain, we integrate resources to build a platform to empower Chinese quality oral brands and help them achieve individuality. By providing energy in multiple dimensions such as capital, talent, supply chain, operation management, intelligent platform, incubator, etc., the company will evolve and upgrade to provide customers with more convenient and high-quality oral prevention, diagnosis and treatment, health management, etc. Trustworthy service."
“Everything has nothing to do with teeth, everything is related to peopleâ€. This is not only the corporate culture of Meiwei, but also the principle of fully integrating medical and operational, minority shareholders and major shareholders, investors and managers, and sub-brand culture. We will work together to achieve stable and healthy sustainable management, and thus grow into a new force for innovation and development in the dental industry.
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