Small and medium-sized dental institutions often lack strategic determination when formulating strategies, resulting in many missed opportunities. Such problems are often caused by the fear of failure, and all strategies are not allowed to be implemented in depth, thus missing many development opportunities.
Dental institutions will maintain strategic focus and usher in a turning point in business growth!
If the dental organization does not have enough strategic focus and ideas often swing from side to side, the team will fall into a state of chaos, it will be difficult to precipitate market operation experience, and it will be impossible to form a standard replicable process. Specifically, the lack of strategic focus can lead to the following problems:
1. Low morale of the team:Frequent changes in direction and strategy can lead team members to feel uncertain about the future of the organization, which can affect their motivation and morale.
2. Waste of resources:In the process of changing strategies, organizations may invest a lot of resources to try different approaches, but these resources may not be used properly, resulting in a waste of resources.
3. The market is slow to react:Due to the lack of stable strategic guidance, institutions may not be able to capture market changes and opportunities in a timely manner, resulting in missed opportunities.
4. It is difficult to form core competitivenessWithout stable strategic guidance, it is difficult for institutions to form their core competitiveness in a certain field, so it is difficult to stand out in the market.
Take delivery feeds as an example:
Many organizations are seeing that everyone is investing in information flow advertising, so they also follow suit.
However, when tens of thousands of yuan were smashed, it was found that the production ratio was extremely low, so he immediately braked and stopped investing, and then denied the effectiveness of this channel.
The normal thing to do is:
The first step is to evaluate whether you really want to do in-feed advertising from multiple dimensions. Evaluate from multiple dimensions such as their own financial situation, development plan, and team allocation.
The second step is to evaluate if you still want to try this aspect, preset a longer period of time, such as a year, how much will cost you to make a strategic attempt.
The third step is to continuously optimize the details, refine the management of each link from the closed-loop thinking, and see how the expectations can be achieved through these works.
Fourth, if you make various efforts, within the preset time, see if the expectation is achieved, and then decide whether to continue.
However, many institutions often start to waver after 1-2 months of investment, and begin to doubt this channel and doubt their own strategic direction.
This is not to say that it is necessary to invest in information flow advertising, but what I want to express is that some important strategic planning needs time to be precipitated and done, and the strategic focus is maintained within the preset time.
So, how do you maintain strategic focus?
For dental institutions, the first premise of maintaining strategic focus is to ensure the accuracy of the goal. When a clear, unambiguous, and focused core goal is set, organizations need to ensure that all resources, people, and material resources are configured and deployed around that goal. This means that work that is not directly related to the goal needs to be revisited and realigned to ensure that it is "cut through the clutter", i.e. removing unnecessary complexity and focusing on activities that directly contribute to the goal.
Second, we must adhere to long-termism. The achievement of goals is often a long-term and continuous process, which requires the patience and perseverance of the organization, and the continuous accumulation of experience and resources, and the gradual progress. When developing and executing strategies, organizations need to maintain a clear vision of long-term goals and always link current efforts to those goals. Even in the face of short-term challenges and difficulties, the organization must remain steadfast and stick to the established strategic direction.
Finally, we must create value with professionalism. Maintaining strategic focus is not just an attitude or a philosophy, but also requires professional competence and practical actions to create value and transform strategy into measurable results. Dental institutions need to establish a professional and efficient team. This means that team members should have the relevant expertise and skills to provide high-quality services to customers. At the same time, teams need to have good communication and collaboration skills to ensure the effective implementation of the strategy.
Finally, whether it has strategic determination is an important indicator of whether the operation of a dental clinic is mature, and it is also a prerequisite to measure whether a dental founder can win in the market environment of serious involution.