In the dental industry, if you think that a small clinic can succeed by directly replicating a large institution, then you are very wrong. If you copy it directly, you will lose a lot!
While there are certain things that can be learned from the success of large organizations, each has its own unique environment, equipment, resources, market positioning, and management model. Simple replication can overlook some important details and specific factors, making implementation difficult or ineffective.
Take advertising as an example, when large organizations smash information flow advertising, they can burn millions of advertising dollars every month. Many people just think that because they don't have money, they can't afford it.
In fact, even if you can borrow that much money, you can't drop it. Advertising is only the appearance, behind it is the invitation of the online network and electricity department, and the transaction of the on-site department. Small clinics will not be able to set up such a strong professional undertaking team in the short term, and the production will definitely be miserable.
Taking dental cleaning as an example, if you learn free teeth cleaning from a large institution, even if you attract many customers to clean your teeth, the number of dental chairs you have is limited, and your dental cleaning development ability may not be matched. It may paralyze the load capacity of your clinic all of a sudden, and everyone is working hard, but the performance cannot catch up. Small clinics test the maximum output of a limited dental chair.
Many owners of small clinics often demand their own teams in the way that large institutions operate. The mad uncle thinks that such a direction is problematic. Just like the previous advertising as an example, even if you find a big advertiser, if your closed-loop undertaking capacity does not keep up, it will be embarrassing to put it into production. This result is not the problem of the person in charge of front-end advertising, but the comprehensive ability of your clinic has not reached the level of a large institution, which is destined to not be able to directly copy its method in the short term.
Therefore, small clinics should formulate appropriate development strategies and business models according to their actual situation and market environment. For example, in terms of advertising, if a small clinic does not have enough funds to invest, it can choose other low-cost publicity methods, such as social ** marketing, word-of-mouth communication, etc. At the same time, it is necessary to learn to differentiate the competition, such as providing specific dental services, positioning target customer groups, building brand image, optimizing patient experience, etc.
February** Dynamic Incentive Plan Uncle Crazy believes that the core of the competition between small clinics and large institutions is the quality of service and technical level. Although the chain institutions are large, the quality of service often varies from one to the next. Small clinics can focus on improving service quality, providing personalized service, paying attention to details, and making patients feel professional and caring. In terms of technology, small clinics can focus on the training and learning of doctors, improve their professional ability and technical level, and provide patients with better oral services.
In short, for a small clinic to succeed in the dental industry, it cannot simply replicate the model of a large institution.