Where does the Internet medical thousand sails doctors come from?
Since last year, various funds have flooded into the Internet medical field, which has directly spawned a large number of entrepreneurial projects. The Internet medical field can be described as a situation of thousands of sails. Internet medical care is essentially a form of medical service. In the final analysis, it is still necessary to focus on the consultation. Although the current remote consultation is generally limited, health management with the core of chronic disease management has become the focus of attention in various projects. Aside from purely technical aspects of the project, most projects have strong demand for back-end services, but where do doctors come from? In the face of thousands of Internet medical projects that have emerged, China's back-end medical service capabilities are very limited. At present, the total number of registered doctors in the country is less than 2.7 million, and the average number of doctors per thousand is less than 2, which is not low in proportion. The number of doctors per capita in the United States is 3.59 per 1,000 people, 3.37 in France, 2.2 in the UK, and 1.6 in South Korea. But the internal paradox of medical services makes the interpretation of this data not so easy. China's medical services market presents a structural imbalance. For a long time, large hospitals have gathered a large number of superior medical resources, siphoning quality doctors and patients. Rather than the top three, the long-term lack of medical resources can not gain the trust of patients, so that the annual business volume is insufficient, even if there are excellent talents, they will eventually go back to the big hospitals. Therefore, when the Internet cuts into the field of medical services, it depends on who will be the back-end service. If the non-three medical institutions are to provide services, the user's needs are obviously not met. Because such resources under the line are very available, inexpensive, and can be used for medical insurance, users are not motivated to use online services at their own expense. And if the doctors of the top three hospitals provide services, the business of these doctors online is already busy enough, and they do not have much time and energy to do online services. Moreover, compared with the profits from the products, the economic benefits to them are too small, and the motivation is obviously insufficient. Of course, doing online services is an effective way to establish your own brand and attract customers, or there will be some doctors interested, especially those who are still in the career stage. However, the doctor's time is limited. Take Shanghai as an example. There are more than 31,000 doctors in tertiary hospitals in Shanghai, but the total number of doctors is nearly 100,000. If you rely solely on the doctors of these 30,000 major hospitals, it may be difficult to serve the 24 million permanent residents, not to mention a large number of medical practitioners from other places. Therefore, if the back-end services of Internet medical care are to expect these doctors to take out the fragmented time to serve their users, the difficulty is conceivable. Therefore, for some doctors who are willing to cooperate with Internet companies, the most realistic choice is the one with the highest price, that is, the highest bidding item can buy the doctor's time. In the current mode of burning money, Internet medical companies that have already been funded can give large subsidies, but the model itself is unsustainable. Once the subsidy to users ends, the user's needs will still be transferred to use. Medical insurance offline. And those companies that don’t have the financial strength to buy doctors’ fragmentation time on a large scale can hardly get real development. Therefore, at present, the back-end services of Internet medical care are facing this big development bottleneck. How to develop high-quality and stable back-end services is the core competitiveness of Internet medical companies in the future. One method is to build a team of doctors like Ping An, which can effectively control the quality and risk, but the demand for funds is long-term, not the mode that ordinary Internet medical companies are suitable for development. Another approach is to develop through long-term strategic partnerships with a number of quality healthcare organizations, but this is still subject to the will of the partners. The last method is the slowest, that is, self-built channels to train doctors, to train qualified doctors by establishing a complete set of diagnosis and treatment systems, but this still needs to be implemented to the entity, by some secondary or first level The transformation of hospitals into training bases is a more feasible approach. At the same time, the overall service process is improved through a satellite clinic around this training base. However, these methods are all expanded through partial improvement. The real Internet medical outbreak still has to wait until the doctors practice freely and the doctors' assessment is no longer around large hospitals or small hospitals, but with the doctor's personal ability. to make sure. At the same time, the payer's payment to the doctor is based on efficacy rather than frequency, and doctors no longer rely on drugs to make money. After these elements are met, the entire market can finally develop. 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