Firstly, define high-end medical services as the strategic objective, and establish a high-end medical service brand.

The strategic objective consists of a medium- to long-term strategic objective and a short-term objective.

Short-term objective: Neither too far-reaching, unrealistic nor too conservative as to deny our capabilities. This objective should match our financial ability, management level, business conditions and technical standards. “Preparedness ensures success, and unpreparedness spells failure.” Set achievable goals for each plan to help build up confidence and move towards the medium- and long-term objective. Set out short-term business plans, annual plans, quarterly plans, monthly plans and even weekly plans. Carry them out prudently one by one, and gradually move towards the medium- and long-term objective. Differentiation should be the approach of business. Medical consultation is new to Yunnan Province and in great demand. Start with medical consultation, health crisis management, and move on to telephone consultation, diagnosis appointment -- family doctors. Quickly secure about 10% of the population, or 300,000 people, in Kunming in the family doctor market within 1-3 years. Quickly build a medical service network for the medium- to high-end consumers. Common diseases account for about 85% of human diseases, while suspected, difficult and rare diseases account for only 5%-10%. Therefore, there is a large source of patients, and most common diseases can be cured at an early stage in the outpatient department. Cardiovascular diseases, diabetes and prostate problems and pains feature a high incidence rate and unfavourable prognosis. Yunnan Province is lagging far behind the national level in the diagnosis and treatment technologies of cardiovascular diseases, diabetes and prostate problems, which are common services for an outpatient department. So it is advisable to offer medical consultation services for the specialties of cardiovascular diseases, diabetes, prostate problems and pain management. Patients are usually anxious to get treatment. We will gather elite experts in Yunnan Province for the above specialties and focus on establishing the core of our brand. All the work of the hospital will centre on the above core specialty departments.

Medium- to long-term strategic objective: Set out a 3-5-year development plan for the hospital with a focus on our core competitiveness. Integrate our existing resources in human resources, management, marketing and technologies so that each move is made with an objective. Establish a leading position in 3-5 years in the high-end medical market in Yunnan Province, seize 40% market share and secure a sales revenue of RMB 50 million.

The core competitiveness in the diagnosis and treatment of common diseases is founded on an international medical services standard. Owing to limited funding and technologies, we do not have to be all-inclusive like large comprehensive hospitals. We should shake off businesses not related to our strengths and focus on expanding businesses that highlight our strengths. Focus on one point and carry on the business by differentiation.

High-end medical services are available in three service modes in China: 1. Guided diagnosis or advisor mode. This mode features consultation by incumbent or retired doctors as an advisor, either individually or through an agency, without supplementary treatment facilities and there is no restriction on fees. It is loose, risky and not well regulated. 2. General practice clinics, such as the Nanjing International Private Clinic. 3. With the support of large hospitals and combining local features, set up a high-calibre team of middle-age and young general practitioners by leveraging the competitive human resources of contract specialty networks in China and overseas, and introduce advanced ideas, service flow and management mode.