Research On The Service Marketing Strategy Of The Second People’s Hospital Of M County

With the continuous development of my country’s economy and the continuous improvement of people’s living standards,the people are paying more and more attention to physical and mental health,and the demand for medical services is increasing.The current limited medical resources are far from meeting social needs.Furthermore,it has been more than 30 years since the reform and opening up,and the reform of the medical industry has also entered the deep water zone.With the continuous reform and development of the national medical industry,private hospitals are growing step by step,while witnessing the continuous development of my country’s medical system.Since the birth of our private hospitals in the 1990 s,after more than 30 years of development,the number of private hospitals has surpassed the number of public hospitals.The emergence of private hospitals has filled the shortcomings of our country’s original medical system.However,in the process of continuous development,private hospitals are affected by various reasons,and private hospitals do not perform their functions well.People’s medical needs have gradually increased from the original single life-saving and wounded healing to the hospital’s medical quality,service quality,and diagnosis and treatment environment.Under the stimulus of new demand,how can private hospitals seize the opportunity to better develop themselves?Has the new demand become another turning point in the development of private hospitals?This article first starts from the status quo of the Second People’s Hospital of M County,analyzes the macro-environment such as the policy status of the M Second Hospital,the current population environment,the economic status,and the current medical technology status,and clarifies the current problems in the service marketing of the M Second Hospital,such as services.Homogenization,backward marketing concepts,lack of professional marketing teams,insufficient publicity,and defects in tangible displays.It also conducts a comparative analysis of the competitors in the M Second House market to clarify their market position,and then conducts a SWOT analysis of the current situation of the M Second House to clarify the advantages,disadvantages,opportunities and threats of the M Second House in the development process,and then The SWOT matrix was obtained to clarify the current allocation of various resources of the M Second Hospital;and then through the 7PS theory,from 7 aspects,the service marketing strategy recommendations suitable for the M Second Hospital’s current situation and subsequent development were put forward.In order for private hospital service marketing to serve hospitals well,it is necessary to carry out differentiated competitive strategies to meet as much as possible the diversified needs of the medical industry;to implement low-price strategies as a whole in terms of price strategies,in order to occupy the market more.Flexible and changeable price strategies can be adopted for superior departments;in terms of channel strategy,different marketing channels should be actively carried out,and the promotion of the whole institute should be strengthened;advertising and promotion in the promotion portfolio should establish the image of the institute and implement brand and word-of-mouth strategies;In terms of service marketing strategy,we need to develop full-staff marketing and relationship marketing;in terms of tangible display,we must constantly improve various public information in the hospital and enhance the good image of all medical staff;in personnel strategy,we must increase the assessment system of fixed positions,responsibilities and indicators.In short,the hospital service marketing strategy of the Second Hospital of M needs to start from the overall planning of the hospital,establish the brand image of the hospital,implement the marketing concept of all staff,improve the quality of medical care and service awareness,strengthen the construction of hospital culture,carry out differentiated price competition strategies,and try to To meet the diversified needs of the medical industry and promote the sustainable development of hospitals.