How many steps does the medical aesthetic dental clinic do the "annual plan" in total?

Editor's introduction: At the end of the year and the beginning of the year, it is not only the time to make an annual summary, but also the time to make an annual plan for the next year. What should the annual plan of the medical aesthetic and oral industry be done so as not to draw a cake? This article gives specific and feasible steps and is recommended for readers interested in the annual plan.

In 2021, with the ups and downs of the epidemic and the changes of various new regulations, I think it is not easy for all of you to live... Originally, I also wanted to respond to the call of my peers to engage in an "annual review of the medical aesthetic dental industry", but think about this year of chicken flying dog jumping is really nothing particularly worth reviewing!

At the same time, in the face of the approaching new fiscal year, before many peer outpatient plans "do a big job", an extremely realistic and urgent problem is in front of the outpatient clinics, that is, how to do the outpatient "annual plan"?

Since talking about the "annual plan", in view of the various "sayings" of peers, according to the custom, you must first spit a few words, otherwise Jason really can't talk nonsense.

First, the plan that can be implemented is called "plan"!

1. The plan that can be implemented is called "plan", otherwise, it is called fraud P!

Actually I know it's nonsense! But given that many children in the medical aesthetic dental clinic really don't know how to talk to their boss about this "plan", then this matter has actually become a problem that whoever has a small voice can only give in in disguise.

At the same time, in many Marketing CardsClub chats, it is learned that many outpatient owners do not seem to know how to make plans with the children below, most of which are only based on last year's performance plus a percentage, or directly based on the compound annual growth rate. For example, the most common: the compound annual growth rate of medical aesthetics is 20%, so next year's plan will add a 20% performance target to this year.

As a result, the "annual plan" has become a very magical thing, commonly known as: drawing cakes for each other! The above did not expect the following to be completed, and the following also knew that it would not be completed, in addition to the outpatient clinic does not make money, and it is quite happy to play with each other.

2. The "annual plan" has nothing to do with "goals, missions, and visions" and "return to the essence of medical care"!

On dragging "big words", on our consumption of medical treatment, dare to say the second no one dares to say the first! In business, consumer medicine is "medicine" is also business, after all, we are not a public hospital with a back to the tree, we need to do things on the matter, a commercial competition game and the nature of medical treatment What is the relationship... Even, it is not directly related to the outpatient business strategy and brand strategy!

It can be said responsibly that "goals, missions, visions" and "return to the essence of medical treatment" are like "metacosms" can become the "basket" of most industries, and basically everything can be loaded in our industry.

Yes, Jason has also recently learned about many of his peers' lectures on "how to make annual plans".

3. There must be a lookout to ask, what should the "outpatient annual plan" be done?

Jason answered: Actually, it's just two words, "benchmarking"!

However, Jason's feeling is that most of the officials hear these two words are more blind! At this time, an example is needed: about 100,000 people in a community in a certain city, there are two outpatient clinics A/B that are doing oral or aesthetic business, and the price of dental implants is similar, and the price of hyaluronic acid is similar...

At this time, you must need a weak spit sentence, "the price is almost the same" This does not seem to be an example ~ not to say, pull hatred!

Therefore, the state of fact is that in the case of a fixed total number of communities, whether through the big search, the US group or outdoor advertising, or other ways to reach, the business of the A clinic is good, and the business of the B clinic must be bad.

So, it's a question of whether you eat more or I eat more! The essence of business growth becomes A eats B's business or B eats A's business!

Of course, if you are a chain, you can basically chain the cell *N= chain. The truth is definitely much more complicated than this chestnut, because the total amount of channels is not an average fruit, so the variables come. Therefore, outpatient clinics need to be "planned"!

To sum up, it is actually just a sentence: how to fight the "battle" in the next year?

Second, how should the "outpatient annual plan" be done?

Press "Routine" and go up the steps!

1. Sun Tzu's Art of War: Planning and then fighting, so we need to "make a table"

What does it mean to "plan and then fight"?

In Jason's words, the explanation is: based on the opponent's triple strength of the "siege" there is no reason why the battle cannot be won! Up to the siege and underground to the market game, in fact, the essence is this truth!

However, there is a premise in this matter, you must first know how much "troop deployment" the other side has, right? At the same time, you have to know where the "weak link" of the other party is, in order to start "prying" is not it?

Well! This is called "outpatient positioning", don't always stare at each other's "bad places" spit, the focus is on which piece of your outpatient clinic can do better ~!

So how does "this table" do it?

For example, if you're Outpatient A, you need to figure out Outpatient B:

(1) Products/Services

What degree of doctor is the doctor on the other side, whether there is a certificate (I really don't make a fuss), the general salary, and the proportion of the share.

(2) Price

How much is the main outpatient product, such as: dental implants? What package? What consumables are used, and are they matched with card pins? Flow products and benchmarking products are the same!

(3) Media

What channels are the opposite outpatient clinics through, and are they reached through Meituan? Big search? ground? Flow card? Or is it using information asymmetry to deceive P? (I didn't make a fuss), how much is the budget, how is it divided?

(4) Shares

How much does the source of the US group account for the other party? What is the proportion of sources of Dasou? And so on.

(5) Organization

From doctors to cleaning aunts, how much do the employees on the other side have to pay? Is there any possibility that you can be persuaded to surrender (I didn't make a fuss).

These are all "routine routines". Of course, if you're ready by now, then we're going to take the second step, settling the score!

2. "Knowing the account" is the basic skill of market work! So you need to continue to "make a table"

Based on the above "troop deployment" data, we are about to start calculating!

• Can the US group win? How much can it grow after playing? How much do I need to invest?
• Can you win the big search? How much can it grow after playing? How much do I need to invest?
• Can you win on the new oxygen? How much can it grow after playing? How much do I need to invest?
• ……

And so on, one by one!

It doesn't matter, the consumer healthcare industry can actually produce ROI directly in the channels, especially under the new regulations, may be much less than you think!

Jason only emphasizes one sentence here: the so-called "troop deployment" includes but is not limited to the "budget", "price", "channel" and so on that students in the outpatient market are usually concerned about. Generally speaking, if your outpatient service is enough to play, for example: "practice strong teeth washing", etc., even if the budget is low or the price is high, you can just shoot at the outpatient clinic.

Of course, this "can fight" is by no means a sentence of "doctor is good", "decoration is good", "service is good" can be summarized. For example: MarketingCardsClub sells "peer scale", "Doctor One Lesson" sells "step standard" and so on! Otherwise, Jason recommends that you still use the most commonly used in the primary outpatient market, although a little low" "routine", "budget + promotion"!

But even the "regular routine" of "budget + promotion", based on the "plan" under the "estimate" data, the "optional" is often much more than you think! So what should be done?

3. Who told you that a marketplace plan can only have one "choice"? At this time, you still need to "make a table" again.

The refinement steps are as follows:

1. Based on the above summary data
2. Then look at how much budget you have in your pocket/boss
3. Then put together the above can play, think you can play to win, to get a few "multiple choice questions", commonly known as: "sand table simulation"
4. Choose the "option" that is most "suitable for yourself"!

Although, most of the time, this "suits you" is generally determined by the outpatient owner. Big truth! Moreover, the form Jason needs has been sorted out for you, and you can use it if you change it slightly, is it particularly in line with your wishes?? Applause is needed here!

I believe that there must be an official at this time or not, what is the difference between this and the usual "annual plan" in the industry? Jason says this is very understandable! So let's make a comparison to see the difference between the two, and we will also compare and illustrate based on the above A/B two outpatient clinics:

How is the "outpatient plan" in the general sense formulated?

For example, A clinic, whether aesthetic or oral:

The boss first patted his head, in view of the industry's compound annual growth rate of 20%, last year's outpatient completion performance of 30 million, this year's performance of 40 million; therefore, the marketing director began to divide: online growth of 5 million, offline growth of 5 million; and then, the head of the channel department began to divide, a total of 10 employees, 500,000 per person, a month to complete 50,000 ... In the end, the outpatient market work will gradually develop a very magical scene: except for the soldiers who have no money and no logistics, the outpatient/boss will firmly provide you with all the support except help...

So what can the "kids" at the bottom of the food chain do when they encounter this situation? I can only start bragging to each other B / I give myself "chicken blood" / find an external team to "train" to fight chicken blood, how many "free clinics" I will complete this year, "ensure that I exceed the task".

In particular, it is very likely that the situation is that the opposite clinic is cheaper than your own home!

Therefore, because of a lot of "truths" that everyone understands, why do you let the children feel that they can sell 50,000 on their own, and what can they rely on without relying on the price to build confidence? The real idea that "children" will never tell the outpatient boss is: anyway, the boss who beats "chicken blood" can be very happy, coaxing each other to play, anyway, there is always someone to pay isn't it? Can mix a day is a day, happy to touch the fish every day.

You believe me, this TMD must be able to complete before it is ghosted! Again, "children" should really have that ability to do "children"!

Jason recommends, for example, the B clinic, whether aesthetic or oral:

The marketing director of B Clinic first led the team to analyze the A clinic: "A clinic has a total of 2 parts online and offline, last year completed 30 million, taking offline as an example, last year offline completed 15 million, of which 2 bank customers, bringing 5 million, education customers 1, bringing 7 million, the remaining 7788 brought 3 million;

The same reasoning online can be proved, last year, the A outpatient clinic completed 15 million online, of which the US group brought 9 million, the Little Red Book brought 1 million, and the big search brought 5 million... Among them, the source of the US group is being pulled from the specific data ..."

Analysis from the perspective of consumers:

• What is better than outpatient B? "Cheap price" is also a "reason to consume"! Although "selling cheap" is never the "skill" of marketing/operation students!
• Can banking customers pry? How much does it cost to pry? Can education customers pry? How much does it cost to pry?
• Education customers can pry, well, it is expected that education customers can grow by 5 million.

As a result, this year's offline plan is expected to increase by 5 million, the same is true online! According to next year's cost budget, a total of 10 million online and offline can be superimposed...

Finally, how can there be a step-by-step rhythm to help the team complete this 10 million?!

In other words, if nothing else, you'll have a rough idea of how much your outpatient clinic will make this year after you've made your annual plan! The next question becomes, how to earn these "planned money" in a step-by-step and rhythmic manner!

The actual operation steps are much more complicated than this, and I just write a random number example to help everyone understand it faster! The biggest difference between this is that the plan is not only a "plan", but more often, a "summary" of a weak "small goal". Otherwise, it is "fooling around" with each other!

Of course, if you have the ability to "find the dragon and divide the gold to see the entanglement of the mountain, a heavy entanglement is a heavy pass...", Jason's "stupid method" can be when I did not say!

4. Is it possible to go directly to PPT? Don't worry!!! Please continue to "make a table" ~

Who told you that you have to call the whole PPT an "annual plan"?

My experience is that the "pool-simulate" process seems simple, and most of the time the "marketing director" may encounter the fact that if the internal meetings in the process are not done, it is considered "team harmony". The theory I've always pursued is that it's better to argue behind closed doors within the team, and it's healthier to argue more in the clinic, as long as you don't do it.

So, after many times and repeated "run-ins", of course, it may also be tribulations, including after several games with your boss, everyone can generally reach an agreement, next, is it time to prepare to dry?

But the facts are much more complicated than Jason's nonsense. In particular, in the context of the new regulations, in the market environment of "traffic" + "promotion" conventional platters, I believe that some thoughtful medical aesthetic dental clinic owners have tried to improve the service quality by "calculating" their own "outpatient services" and improving the service capabilities of their own outpatient clinics!

Or to be utilitarian, it is hoped to attract users through the actual quality of outpatient services, and improve the "conversion rate" of the whole link and reduce the "overall link cost". And not only rely on the general sense, recruit a "can flicker" consulting students dare to say that their outpatient clinic "has a brand".

So how should the outpatient budget be more "reasonable"? For the vital interests of most market students, if a large part of the money in the budget table is spent in the "standardized internal process system", how should the market performance be calculated?

Jason replied: "Persimmon pick soft pinch", there is no need to "benchmark" the industry boss from the beginning, right? "Feeding the war with war" is the norm in the commercial competition game. After the outpatient service is improved/the full link conversion is improved, everyone has money to earn, right? Don't worry about the gains and losses of "one city and one place"! For example, a single-store outpatient clinic can start from becoming an "oligarch" within 3 kilometers.

On the contrary, the single-store outpatient clinic is no. 1 in the benchmark industry as soon as it comes up, have you ever calculated how much silver it costs? Is there a mine at home or what?

Of course, this has risen to the level of "outpatient strategy", and for most outpatient clinics, it is beyond the scope of the work of the general outpatient marketing director. Jason also knows that this bull B is good to blow, and it is all concrete work to implement! But just because your outpatient clinic didn't mean your peers didn't do it either.

To sum up: all "plans" need to be implemented in "How To Do"! That is what we usually call "steps" and "rhythms"!

5. "Refine the table"; yes, you still have to make a table!

If Table 4 is a implementation spin-off, Table 5 is equivalent to a "rhythm refinement", finding the right "soft persimmon" and spreading it out evenly for 12 months.

You always have to go all the way, right?

You always have to do the work in all departments, right?

Employees always have to be step-by-step and rhythmic to complete it to be "progress", right?

If a plan is only on paper, it will always be a "plan."

As we all know, the growth figures of all outpatient markets are essentially "piled up" little by little! And the plan "can be piled up" is one thing, some people pile, can not be piled together is often another thing! How metaphysical this process is, people who understand it understand! As we all know, if all subordinates follow the "original plan", it is basically "seeing a ghost".

So for this last item, it's the value that MarketingCardsClub has always pursued: "step standards." In other words, how much work is done, to what extent, and how much is it cost? What is the standard? You can't always rely on "doctors are good"! Besides, take money with you with "doctor good", do you give? Right?

6. You think this is the end of it? How can it be?

In practice, your outpatient clinic may also encounter a new problem: the payroll system & marginal costs.

Just like yourself! Why are you following your boss? Why do employees follow you, the "boss"? Should compensation be adjusted? So what is the basis for adjustment? Will the opposite A clinic also be adjusted this year? Will the opposite A clinic run to your team to pry people?

Well, the Law of the Dark Forest is manifesting again! In the market game, we must not only predict the other party's prejudgment in advance, but also prevent the prejudgment of competitors from prejudging our prejudgment in advance! If you don't say that the market is not easy to do, he has contributed to the hair transplant industry throughout his life

The above is based on my own habits after sorting out the conclusion, may not represent the entire consumer market thinking, can only represent the applicable to the market is larger than some of the industry market, a family of words! I understand it

This article is originally published by @Jason@ Chao, everyone is a product manager, and reproduction without the author's permission is prohibited.

The title image is from Unsplash, based on the CC0 protocol