本文通过利用PEST分析法、SWOT分析法、波特的五力模型法分别对民营
DH医院所处外部宏观环境以及竞争环境进行分析,旨在对民营DH医院的经营
环境进行详尽的把握,借此帮助民营DH医院认清把握机遇,警惕潜在威胁。同
时进一步分析民营DH医院内部情况,与地区内医院比较找到自身的优势与不
足。基于以上分析提出民营DH医院总体应采取增长型的发展战略,集中化的竞
争战略,对已有的细分市场进行渗透,不断开发新的细分市场。从人才管理、
流程服务、财务管理、营销管理等具体方面选择合适的策略支持医院总体战略
的实现。为保证战略的顺利实施应调动必要的人力资源、财务资源、技术资源,
整合组织变革管理风格。并制定相应的计划,通过预算、业绩考核等手段及时
反馈信息,不断调整偏差,达到既定的战略目标。同时也希望其中的一些意见
建议能对处于相似条件下的民营医院有借鉴和参考的价值。
关键词:战略管理;民汽DH医院;SWOT分析
Abstract
With the continuous development of China&39;s market, medical system reform
unceasingly thorough, private hospitals in China despite the strong pressure of public
hospital,management,scale, the overall technical level than the public hospital, but
its cost control, personalized service, specialty and competitive advantage will
gradually appear. Facing the increasingly fierce market competition environment,
how to build the core competitiveness of their access to local competitive advantage
of private hospitals, private hospitals have become the thinking and work hard to
achieve the problem. Many private hospitals began to introduce the theory of
enterprise strategy management, from enterprise management experience, such as
cost accounting,performance evaluation, human resource management, financial
management, improve the management level of hospital. Private hospitals in China
can be divided into two kinds of situation, part of the private hospital is the hospital
by the original state-owned enterprises restructuring, the strength of the management
system reform of the original set of procrastination, efficiency is not high,not
enough, resistance. Two are private hospital management of private capital investing
in the lack of long-term planning, operation and management of short-sighted.
Strategic management because of its important role in the acquisition of core
competitiveness of enterprises, is not only necessary, private hospitals like
enterprises management also must learn deep, fumble ceaselessly, build strategic
management system of their own.
In this method, SWOT analysis method, the Potter five forces model
respectively on the DH private hospital in which the external macro environment and
competitive environment were analyzed by using PEST analysis, aimed at the DII
hospital management environment thorough grasp, to help the private DH hospital to
grasp the opportunity,be alert to potential threat. At the same time,further analyzing
the internal situation of private DII hospital. Compared with the regional hospital to
录
中文摘要
I
英文摘要II
第一章绪论一、研究背景和意义二、研究思路和方法三、创新点第二章相关理论及国内外研究综述一、相关理论介绍二、国外研究综述二、_内研究综述第三章民营丨)丨丨医院外部环境分析一、宏观环境分析二、行业竞争环境分析三、经营环境分析第四章民营D丨丨医院内部环境分析
21
一、民营DH医院发展历史与现状
21
二、民营DH医院SWOT分析
23
三、民营DH医院存在的问题
25
第:/丄章民营DH医院发展对策
28
一、明确发展目标,分阶段实施
28
二、发展特色专科,扩大细分市场
29
三、改进分配制度’提高决策效率
30
四、打造良好平台,留用好人才
31
五、改进服务流程,提高服务质量
32
六、构建高效财务管理体系,加强预算管理
33
七、注重市场营销,拓展市场
36
八、加强文化建设,团结激励员工
37
九、通过有效沟通,建设高效绩效管理体系
37
40
参考文献
41
致谢44
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find the advantages and disadvantages of its own. The above analysis of DH private
hospital general should adopt the development strategy based on the growth type,
centralized competitive strategy, and carry on the subdivision market penetration,
and constantly develop new market segments. Implementation of appropriate
strategies from the personnel management, process service, financial management,
marketing management and other specific aspects of the overall strategy for hospital
support. In order to ensure the smooth implementation of the strategy should be to
mobilize resources to human resources, financial resources, technology is necessary,
integration of organizational change management style. And plan accordingly,
timely feedback information through the budget, performance evaluation and other
means, constantly adjust the deviation, to achieve strategic goal. At the same time,
also hope thai some suggestions which can in a similar private hospital conditions
and the reference value.
Key Words: strategic management; civilian battalion DH hospital; SWOT
analysis
第一章绪论
一、研究背景和意义
民营医院是非公的组织或个人出资兴办的医疗机构,其中绝大多数是营利
性组织,极少数的非营利性的组织政府予以补贴。20世纪80年代,民营医院
在中国卫生行业中才起步,但一直没有大的发展。本世纪初,因为公办医院资
金投入不足,政府决定引入民营资本。中国政府逐步开放了医疗市场,鼓励发
展民营医疗机构,民营医院才开始在社会上大量出现。地方政府变革卫生医疗
制度,准予公办医院通过股份合作、委托经营等形式引入民营资金,并给以民
营医院3年免税期。据国家卫生统计信息中心统计2010年中国的医疗市场包括
保健服务、疾病治疗、医疗美容等百姓的总支出要19980. 4亿元万亿元人民币,
其中:政府卫生支出5732. 5亿元(占28. 7%),社会卫生支出7196. 6亿元(占
36.0%),个人卫生支出7051. 3亿元(占35.3%)。人均卫生费用1490. 1元,卫
生总费用占GDP百分比为4. 98%。2011年,全国医疗卫生机构总数达954389个,
比上年增加17462个。医院中,公立医院13542个,民营医院8437个。2011
年全国卫生总费用预计达22496亿元,人均卫生费用1643. 2元。据美国管理咨
询公司贝恩公司预测,中国医疗卫生行业每年将以15%的速度增长,到2015年
将达到6000亿美元的规模。⑴
由于民营医院主要以营利为主要目的而公办医院经营目的是为社会提供公
共卫生服务,所以民营医院与公办医院管理体制不同。民营医院的管理是企业
性质的管理,所有职工都是合同制,这样可以使职工配置的较为科学、工作效
率较高。经营方式不同,民营医院可根据市场变化,及时调整服务项目和服务
价格,活力较强。但民营医院没有国家财政补贴,三年后还要和企业一样缴纳
税款,所以资金伍力极大。再有民营医院想成为医保定点医院很难,虽然各地
区政府卫生主管部门没有阻止,然而在实际操作时有相对标准,大多数民营医
院难以获得医保定点资格。已获得医保定点资格的民营医院,医保病人起付水
平大多低于公办医院。尽管舆论呼町之声不断,但具体的政策法规尚未制定,
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