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制定目标、分解目标、细化业务战略和职能战略,4步骤破题迁址新院区的发展之困。C医院是广东省一所二甲的镇级龙头医院,作为镇级医院,主要服务于该镇及周边地区。2010年,C医院整体搬入新院区,硬件设施提升,欲将其打造为该市南部区域医疗中心。在硬件设施与内涵同步提升的过程中,医院管理者感到迁院后发展后劲明显不足。应C医院邀请,艾力彼咨询团队赴该院实施战略规划项目。调研发现:医院缺乏明显的专科优势和高端人才,医院没有形成整体医疗技术品牌
Set goals, break down the target, refine the business strategy and functional strategy, and disrupt the development of the new hospital district in 4 steps. Hospital C is a two-level town-level leading hospital in Guangdong Province. As a town-level hospital, C Hospital mainly serves the town and surrounding areas. In 2010, C Hospital moved into the new hospital area as a whole, upgrading its hardware facilities, trying to build it into a regional medical center in the southern part of the city. In the process of upgrading the hardware facilities and connotation, the hospital managers feel that the development potential after the hospitalization is obviously insufficient. At the invitation of C Hospital, Alibaba Consulting team went to the hospital to implement the strategic planning project. Research found that: the hospital lack of obvious specialist advantages and high-end talent, the hospital did not form a holistic medical technology brand