"Sunflower" doctor group: the first diagnosis is based on offline, focusing on precision medicine, and being the guardian of grassroots women's health.
In the second half of 2018, the National Health Construction Commission issued three documents, for the first time explicitly requiring the Internet to be diagnosed online. Subsequently, the “Comprehensive Work Plan for Comprehensive Capacity Improvement of County-Level Hospitals (2018-2020)†was issued, requiring 500 county hospitals (including some impoverished county and county hospitals) to upgrade their specialties and strive to achieve “three levels†by 2020. The hospital's ability requirements.
Continue to test the water in the eyes of Internet medical business, this draft introduced, the policy will hand the delineation of the boundaries of the Internet a viable medical treatment: either telemedicine services among medical institutions; disease specialist or primary health care institutions contracted services. Moreover, it is clearly stipulated that medical institutions may not conduct Internet diagnosis and treatment activities for the first-time patients.
At this point, Internet + grassroots specialist services seem to represent a new direction in the development of the medical industry . The solution proposed by Sunflower is a positive reflection of the “standardized medical care†and “developing basic medical care†that appear in the new regulations.
First of all, since entering the Internet + medical service industry, the Sunflower Group has chosen to persist in helping grassroots women and improve the diagnosis and treatment of gynecology and breast diseases as the core needs.
Why choose this incision? According to the "White Paper on Chinese Women's Physiological Health", compared with urban users, the health awareness of women in the town of 2018 has grown rapidly. At present, the number of women in the health sector in the third and fourth line has surpassed the first and second tier cities, accounting for 55% of the total. It is also known that the incidence of uterine fibroids in Chinese women is as high as 50%, and the incidence of cervical cancer accounts for about one-third of the world. 87% of women between the ages of 16 and 60 have various breast diseases in their lifetime. 97% of adult women have at least one gynecological inflammation in a year. Along with the increasing incidence of female diseases, more and more women are rapidly upgrading their awareness of gynecological diseases and cancer prevention that they are most concerned about.
For grassroots women, the technical level of local medical institutions is backward, the treatment is not standardized, and the traditional surgical treatment methods may lead to missed diagnosis, misdiagnosis, large damage, slow recovery, poor prognosis, complications, multiple secondary diseases, etc. The biggest pain point for their medical treatment.
Under the background of the rapid rise of the Chinese women's medical market, Sunflower Doctor Group launched the “Medical Doctor Workstation†and the “Sunflower Health Medical Service Platformâ€, which is dedicated to integrating the national gynecological and breast quality medical resources for women at the grassroots level of the third and fourth line to create a full life of women. Cycle health care system.
Compared with the previous third-party platform-based Internet medical institutions, the Sunflower Doctor Group's approach has the following effects:
First, the integration of high-quality expert resources, through the medical cooperation + nearby diagnosis and treatment, creatively open the first line of diagnosis and online follow-up, a key to solve the problem of low user conversion rate and low accuracy of diagnosis and treatment.
Second, using professional operational experience, through the provision of quality medical consultation + local medical treatment mode + offline follow-up private health management integration services to achieve traffic conversion, forming a complete closed loop of online and offline diagnosis and treatment, improve Internet medical enterprises The input-output ratio is beneficial to generate economies of scale.
Third, the close integration of cooperative medical institutions with annual “two cancer screening†and “special disease prevention†has solved the problem of high customer cost.
For patients, the practice of sunflowers transforms the demand for Internet accessibility into credible depth. In fact, if the Internet diagnosis and treatment, as in the past, does not set a threshold for entry, the supervision is completely absent. For the patient, it is not money, it is a fate, and it may become another fertile ground for the Putian system.
Therefore, the new rules of the Health Planning Commission seem to raise the threshold, but after the regulatory bottom line is clear, it will avoid the risk of Internet treatment entering the crater. Moreover, after the policy is strict, the survival of the fittest is achieved, and it is also a good thing for the Internet medical treatment of offline medical institutions.
From the demand side, whether it is online or offline, the patient's diagnosis and treatment behavior is an extremely passive behavior. The so-called passive, that is to say, patients generally do not take the initiative to go to the hospital, but have symptoms to passively go to the hospital for treatment. This means that most of the Internet clinics cut into the C-end will have a very high customer cost, because the uncertainty is too high, it is too low frequency.
From the perspective of the supply side, China's medical and doctor resources are extremely scarce. The top three medical resources are concentrated in the first- and second-tier cities, and the regional distribution is extremely uneven. It is difficult to register and it is difficult to see a doctor. It can be said that medical care is a real seller market.
If the scarce medical resources are directed to the fragmented diagnosis and treatment, it becomes the main body to solve the profit problem. Judging from the current policy, the trend of medical reform is to hope that by encouraging the sinking of quality medical resources and the regional medical associations to solve the urgently needed doctor resources of primary medical institutions and clinics, more empowerment of primary hospitals.
Therefore, from the perspective of empowering primary hospitals, we will empower grassroots medical institutions from the sources of supply of medical resources, medicines, consumables, and equipment to meet the supply gap of primary medical institutions, and let people dare to go to grassroots medical institutions for medical treatment. Such medical innovation can truly gain the trust of patients.
At present, Sunflower Medical has been continually exploring and summarizing a business model that suits itself. The company adopts the business model of B2B+O2O. The B-end mainly includes grassroots hospitals and medical institutions providing third-party services, covering third-party institutions such as medical devices and equipment, pharmacies, and medical insurance. Clients at the C end are mainly women at the grassroots level who have a need for medical health, as well as experts who expand resources, gain career benefits, and grassroots doctors who need to improve their medical skills.
In the next three years, the Sunflower Doctor Group plans to achieve a revenue target of 300 million. Revenue will be mainly through the four ways of hospital cooperation, expert cooperation, terminal management and membership services.
Since the establishment of the company in May 2018, "Sunflower" has established cooperative relations with nearly 20 grassroots hospitals and sunflower doctors group in the country. Among them, 10 hospitals have officially entered the stage of operation. From June to this month, sunflowers have been launched. The experts consulted 1,200 people/time, received 3,000 patients, followed up with 20,000 patients, and carried out 100 operations, which doubled the efficiency and accuracy of the primary hospitals and reduced operating costs.
At the same time, the Sunflower Doctor Group also led the joint experts of the local maternal and child health hospitals to carry out the assistance and training of breast and gynecological minimally invasive techniques through the establishment of “expert team workstations†to further guide the quality expert resources to sink, from discipline construction and platform. Three aspects of construction and patient management support the primary health care. To reduce the burden for the government, effectively guide patients to the nearest clinic, resulting in great social and economic value.
The team of Sunflower Doctors Group BASE is currently in Beijing. The founding team has domestic authoritative medical experts and senior hospital management elites. Founder Zhao Jiadong has more than 10 years of mobile Internet operation management experience. At present, the project has entered the promotion stage, seeking angel round financing and quickly copying the market.
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