If a small and medium-sized dental clinic wants to compete with large institutions, it needs to learn to benchmark against the strongest opponents, constantly polish its own strength, and become more and more similar to it, or even surpass it.
The stronger the opponent you choose, the stronger you will become! It is often your strongest competitor who achieves you, and the first ability of a successful person is to stand on the shoulders of giants.
When learning the strongest opponent, we should benchmark and learn its strategic planning, and then carry out long-term step-by-step tactical execution according to our own actual situation.
Some clinics directly copy the strategies and tactics of the benchmark, but instead put themselves in an infinite predicament.
Why is that?
This is because the talent structure, financial strength, resource channels and stage of each organization are different, and these factors are all restricting the tactical execution level, and it will be problematic to copy them directly.
Taking the promotion of strategic layout as an example, usually the strongest opponent is generally the strategy of "land, sea and air" comprehensive launch, tactically based on capturing market share, and burning money at any cost.
Such an opponent can have such tactics because its foundation is relatively solid and can undertake such a large amount of traffic import, and at the same time, their regular customers are also operating very well and indirectly reducing the overall cost.
Therefore, we can learn the omni-channel delivery strategy, but the implementation details should be operated according to our own situation, and we should try to expand new ones within the controllable range of costs. Note here that there is a prerequisite, that is, the premise of "cost control".
When we apply and think about the strongest opponents of benchmarking clinics, we usually think through the following aspects:
1. Find out your own shortcomings
By analyzing with the target opponents, we can find our own shortcomings, seek growth paths, and better find ways to increase performance.
If you explore it behind closed doors, the time is too slow, and it is easy to make detours. If you have a good benchmark to find out your own shortcomings and improve them, you can reduce input costs in terms of trial and error.
2. LearningFinding innovation in imitation.
The strongest opponent often has a product system, an efficient operation model, a sound process system and an excellent team, many things are directly imitated and learned, and innovation is carried out in the implementation details, so that the corner overtaking can be achieved.
3. Set high standards for your team
If there is a good benchmark as a standard, something that someone has already achieved is more convincing for the team. At the same time, it can boost the morale of the team and encourage it to go above and beyond.
4. Benchmarking learning is a kind of process management thinking
1) The process of benchmarking learning is continuous comparison, analysis and improvement.
2) Benchmarking learning is to think and analyze the opponent as a whole, and it is oriented to an organizational object rather than an individual element.
3) The result of benchmarking learning is the development of superstructure strategies and organizational behavioral performance.
5. The growth path of benchmarking learning
Find the strongest opponent to --- your own gap Opponent best practices -- Set improvement goals Summarize the opponent's side** Continuous improvement -- Surpass the opponent
In this case, your opponents will continue to grow with you, and your team will become better and better! This allows us to grow rapidly while we run the clinic.