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构建中国特色的卫生市场营销战略 总被引:2,自引:0,他引:2
张济琳 《中国卫生事业管理》2001,17(2):68-69
发展卫生产业,关键在有卫生市场,在卫生产业内部积极开展与浇实市场营销战略,文章拟从卫生市场概况的分析入手,考察其市场供求关系,市场运行机制,运用营销科学理论分析其所面临的问题,最后比革新卫生市场营销观念、创新卫生市场营销式及优化卫生市场营销环境三个方面提出建立中国特色的市场营销战略的构想。 相似文献
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关于医院营销策略的探讨 总被引:3,自引:0,他引:3
市场营销是在企业发展和商业营销中为寻求目标市场而形成的经营理念,它对在医疗服务市场中寻求发展的医院也适用。随着我国城镇卫生体制改革的不断深入,医疗市场竞争日趋激烈,提高医疗水平已经不是医院发展的唯一手段,市场营销在医疗服务中正在日益发挥着重要作用。如何适应市场规律的客观要求,正确引用市场营销策略,研究、制定医院发展战略,已成为医院管理者必须深入研究和思考的重要课题。 相似文献
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市场营销是在企业发展和商业营销中为寻求目标市场而形成的经营理念,它对在医疗服务市场中寻求发展的医院也适用。随着我国城镇卫生体制改革的不断深入,医疗市场竞争日趋激烈,提高医疗水平已经不是医院发展的唯一手段,市场营销在医疗服务中正在日益发挥着重要作用。为适应市场规律的客观要求,正确引用市场营销策略,研究、制定医院发展战略,已成为医院管理者必须深入研究和思考的重要课题。为了在日趋激烈的医疗市场竞争中谋求自己的一席之地, 相似文献
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姚文 《中华现代医院管理杂志》2005,3(8):767-768,F0003
卫生服务属于服务产品,卫生服务存在着市场。有市场就有市场细分,就有市场营销,就有营销策略。笔者借鉴现代市场营销管理理论,对拓展社区卫生服务中心服务市场的战略和策略进行了探讨,从民众需求的角度出发来分析社区卫生服务中心如何更好地服务市场。 相似文献
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实施市场营销战略,促进医院改革发展 总被引:4,自引:0,他引:4
毛志红 《中国卫生事业管理》2001,17(11):652-653
在2000年初国务院体改办等8个部门制定的《关于城镇医药卫生体制改革的指导意见》中明确提出:“我国卫生医疗机构将分为营利性和非营利性两大类并实行分类管理制度。”预示着以社会主义市场经济为基础。推进医疗产业化经营将是新一轮医疗改革的一个重要内容。在新形势下医院如何适应医疗市场需求?文章对此进行了有益的探索,医院努力在职工中建立医疗市场营销观念,不断创新医疗市场营销模式,主动确立目标市场,积极制订与实施市场营销战略,坚持走中西医结合之路,深化了医院改革,促进了医院两个效益的显著增长。 相似文献
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正重庆首家智慧型医院领跑互联网医疗市场近日,由重庆市卫生信息中心主办,重庆市医师协会、重庆市中医药学会协办,"互联网医疗+健康"产业高峰论坛在重庆悦来国际会议中心召开。在当下互联网时代,互联网技术与医疗健康产业的发展显得尤为重要。在论坛中,专家们共同探讨健康中国战略下"互联网+健康产业"未来机遇策略、大数据技术、前沿商机等话题,深耕健康产业,共筑健康中国梦。与互联网融合发展互联网+健康 相似文献
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医院如何转换内部管理机制以适应新的形势,广东省中医医院以市场为导向的管理模式提供了很好的借鉴。介绍了其“双线六制”管理模式及其绩效并进行了简要的理论分析。 相似文献
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社区卫生服务必须建立适应市场经济的运行机制 总被引:10,自引:1,他引:9
社区卫生服务是在市场经济的大环境下进行的,因此必须树立卫生服务的产业观念,引入市场供求机制、竞争机制、价格机制,遵循经济规律,适应需求水平,才能充满生机和活力。必须走产业化道路;实行微观合理收费;与医疗保障制度改革相衔接;加快总体推进卫生改革的步伐;确立“以人为本”、“需求为导向”等新的观念,社区卫生服务才能有广阔的市场。 相似文献
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病例质量分层综合评价研究 总被引:5,自引:3,他引:2
研究建立了病例质量分层综合评价模型,通过使用认为本评价方法有如下优点:(1)体现了以病人为中心优质服务的主导思想;(2)此方法容易理解,简便易行,适于推广;(3)较好地进行了分层次质量评价;(4)有利于应用计算机进行病例质量管理。 相似文献
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企业医院社会化是实现卫生全行业管理的客观要求,是企业改革与医疗保障制度改革的必然结果。企业医院社会化是服务的社会化、管理的行业化、筹资方式的多元化。企业医院在观念上要“以变应变”,以新思想、新观念、新的管理方法适应改革的需要;在经营理念上要“以不变应万变”,以优质、优价在市场竞争中取得成功。 相似文献
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Services have almost completely replaced hospitals as the organisational units in the reformed New Zealand health care system. Within the secondary service provider sector service management, the decentralisation of general management to budget-holding clinical groupings has been an important factor in achieving a population focus, cost containment, accountability and integration. It is being further developed within the 23 newly formed Crown health enterprises (CHEs), the main providers of secondary, hospital and related services. The CHEs are evolving roles beyond a narrow definition of 'providers', taking initiatives to collaborate with other providers, or rejecting those elements of competition that might interfere with effective local co-ordination of services. Service management is also being extended to the demand-driven, fee-for-service primary care sector, where inflation-adjusted expenditure over the last decade has grown at more than 6%, compared with zero growth in the capitation-financed secondary sector. This is being achieved in both general practice and community budget-holder groupings through what might be called managed primary health care. The current health reform process has also created four regional health authorities (RHAs), responsible, within capped and capitated budgets, for the fully integrated purchasing of services from both primary and secondary providers. The success of these innovative arrangements, which could be of international significance, will depend upon the quality of the developing relationships between providers and their purchasing RHAs. 相似文献
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From Managed Competition to Managed Cooperation: Theory and Lessons from the British Experience 总被引:3,自引:0,他引:3
Donald W. Light 《The Milbank quarterly》1997,75(3):297-341
The United Kingdom led the world in transforming the largest single health care system from a publicly administered service to a set of interlocking contracts. Policy lessons that can be adapted by employers, nations, and other large payers are identified. These lessons are drawn from the improvements that the British made over the design of managed competition, the mistakes and problems they experienced, the underlying trends toward privatization and class discrimination, and the limitations to competition that have led the British toward managed cooperation in collaborative purchasing for the health needs of communities. Yet market reform and the rhetoric of efficiency have justified the shrinking of health services, the shift of costs to household budgets, and the use of public moneys to support private services and investors at greater expense by moving properties and services off the public ledger. In these ways, managed competition can Americanize health care and pose fundamental questions about what policy goals are really being pursued. 相似文献
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对医疗市场和医疗服务提供市场化问题的思考 总被引:3,自引:2,他引:3
文室在对我国医疗服务市场的形成与发展进行分析的基础上,就医疗服务市场的客观存在、医疗服务市场化提供等问题进行了分析讨论,提出应区分医疗机构的市场化经营和医疗服务的市场化提供,医疗服务的性质和特点决定了医疗服务可以引入市场机制,但不能市场化,尤其是基本医疗服务.政策建议:合理划分基本与非基本医疗范畴;理顺医疗服务价格,促进不同类别医疗机构的公平竞争;政府应转变职能,加强医疗卫生监督;在经营管理上应明晰产权,强化出资人责任,提高医疗服务效率. 相似文献
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Meads S 《New Zealand health & hospital》1993,45(1):11-12
Sarah Meads is General Manager of Serco Health Services. In an earlier article "Transforming Support Services Through Competition", published in the September/October 1992 issue, she described the use of external competition to create incentives to transform support service functions. In this article she describes how competing single service contracts or simply combining services that appear functionally related, for example, cleaning and orderly services, is no longer enough if health service providers are serious about maximising the benefits of competition. This is because a superior result may be achieved through combining several support services under one single contract, or facilities management contracting, selected on the basis of delivering client outcomes. The ability to maximise the benefits relies on providers adopting a change in attitude and a relentless focus on client needs which is not constrained by existing organisational structure. 相似文献
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在改革开放、实行社会主义市场经济、医疗制度改革、医疗服务市场竞争激烈和医学科技飞速发展的新形势下,医院面临着新的机遇和挑战。本文就新形势下如何发挥意识导向作用,从树立发展意识、服务意识、人才意识、科技意识、质量意识、效益总识6个方面,在理论与实践的结合上进行了探讨。 相似文献