In the mobile medical field, Internet giants and various startups have not invested much in the past year or so, but it seems that they have not found an effective profit model or direction. Everyone underestimates the difficulty of the medical field - in all the areas that the Internet can link, the medical industry seems to be the most difficult bone, and it seems that it has been difficult to effectively display the various ways.
Compared with other fields, the medical industry has experienced a very low degree of marketization after decades of development, the cost of the policy system is high, and the interests within the system are difficult to balance. “Non-medical institutions cannot participate in telemedicine †means that the core medical treatment in the medical field is currently difficult to reach; other peripheral aspects of other medical services, such as consultation registration, laboratory inquiry, medical e-commerce, mobile payment, etc. Many obstacles, doctors are more difficult to practice, electronic prescription circulation restrictions, how to pay for medical insurance payments, etc. are all problems.
In this case, some Internet companies have begun to try to circumvent existing policy and institutional barriers and link the Internet to healthcare through an offline approach. Following the opening of the offline clinic in Lilac Park in 2014, Dr. Chun Yu also opened 25 clinics offline this year and plans to expand to 300 in the country this year. In the long run, the exploration of this innovative model is meaningful for the improvement of medical efficiency, but there are still several major concerns in the current model:
The primary problem is the cost of doctor resources. At present, the full-time doctor + multi-point practitioners in the clove garden combines the heavy mode, but because doctors are more inclined to gain income and career promotion within the system, it means that the Internet clinic adopts the full-time doctor model to pay higher costs. In addition, doctors of cloves may find it difficult to take advantage of the current online resources of their own doctors - although the practice is gradually liberalizing, the actual landing is more of a situation where "the dean is not willing to let go, the doctor does not dare to go", and the top three hospital doctors daily The intensity of the diagnosis and treatment in the hospital has been great, and there is not much energy to go around again, so the feasibility and stability of relying on more doctors may not be optimistic. In contrast, Dr. Chun Yu integrated the idle hospital resources through crowdsourcing mode and signed up for non-full-time doctors. The cost may be more advantageous, but the hidden cost may be higher: First, in the current lack of doctor trust, the reality of the top three hospital patients may cost more to build trust in private hospital doctors, second, private The quality risks and potential risks of hospital doctors may be higher, and the standardization of services and management also requires a large amount of investment.
Payment issues can be the key to constraining future growth. At present, Internet clinics do not have any advantages in payment. The self-built clinic model of Lilac Garden cannot access domestic basic medical insurance, and Chunyu can only rely on the medical insurance capacity of cooperative private hospitals. Therefore, the main target groups of the two clinics are still high-end users with certain ability to pay. The introduction of commercial insurance in the future may be an effective improvement method and profit model. At present, Chunyu has started cooperation with Sino-British Life Insurance through online and offline. Big data provides support for the improvement of commercial insurance products. In the future, it may open a closed loop for commercial insurance and clinic visits. Clinics bring new users to commercial insurance. Users pay lower fees through commercial insurance when they visit the Ping An Clinic, and they are also commercial insurance products. Optimized to provide patient data support.
In addition, whether offline clinics can achieve scale through rapid replication is still a problem. Due to the special nature of medical care, offline clinics of Internet companies may face very high institutional and time costs in site selection, qualification application, and approval. In addition, due to differences in medical environments, the pilot model will be implemented nationwide. The challenges in the selection of clinics, the operation of clinics, and especially the human resources and management of doctors are very large. At present, the clinic chain model has some success stories in the oral and ophthalmology industries, and it still lies in high profits and more dependent on technical treatment rather than doctors.
Therefore, after disruptively bypassing institutional barriers, Internet offline clinics need to consider how to deal with the above-mentioned obstacles in the future development, grasp the pain points in the current medical links, and differentiate the competition in traditional hospitals within the system, only in the model. Subverting innovation, the road to the future is likely to come out of the dawn.
In 2012, Eric Top's Subversion Medical was published. The scenario depicted in the book is embarrassing: digital medical devices are fully utilized and medical care is more efficient, intelligent and personalized. Although the establishment of offline clinics for Internet companies still has many problems to be solved at present, after several years, it may be found that this model has a positive effect on the promotion of commercial insurance and stratified medical treatment. At present, the domestic Internet can still do very limited in the medical field, but the medical chain is very long, and all the links have unsatisfied needs. Every creative attempt is meaningful. When all the attempts are accumulated, it will eventually Produce subversive value.
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