Digital Reform Strategy of Internet Medical Industry, Get of ZY Medical Group's Three-Terminal Channel

Yang Liu; Nutteera Phakdeephirot

doi:10.54097/vz67bf22

Authors

Yang Liu
Nutteera Phakdeephirot

DOI:

https://doi.org/10.54097/vz67bf22

Keywords:

Internet healthcare industry, Digital transformation, ZY medical group, Three-terminal channels, Medical enterprise transformation

Abstract

In the mobile internet era, traditional healthcare companies are facing declining profits and insufficient market competitiveness due to the impact of digital healthcare and declining offline competitiveness. However, national policies, the implementation of the "Healthy China 2023" strategy, and the COVID-19 pandemic have provided opportunities for digital transformation in the healthcare industry. This paper examines the three-end channels of ZY Medical Group (formerly ZY Medical Group). Through literature research, case analysis, and field research, it examines its digital transformation journey and analyzes the current state of digitalization across its production, sales, and service channels. The study found that the group suffered from insufficient production planning and control, low equipment automation, and weak system collaboration. Drawing on industry experience, the study proposes strategies for optimizing and integrating each of the three channels, including building a unified data platform, enhancing online marketing capabilities, and improving support systems. The study demonstrates that digitalization in healthcare companies is driven by policy, market forces, and internal needs. The "single-end optimization + collaborative integration" approach is an effective path, providing a valuable reference for transformation efforts in the same industry.

Downloads

Download data is not yet available.

References

[1] Zhao Qian, Liu Yanxu, Li Pingyang, et al. Research on the digital development strategy of Chinese pharmaceutical industry [J]. China Pharmaceutical Industry, 2023, 32(11): 9-12.

[2] Gu Hairong. A review of digital transformation research [J]. China Storage and Transportation, 2023(06): 77-78.

[3] Tang Chao. A new perspective on hospital digital transformation [J]. Chinese Hospital Directors, 2023, 19(11): 90.

[4] Ji Yingying. Research on the impact of digital transformation on the performance of pharmaceutical companies [D]. Shanghai Normal University, 2023.

[5] Li Yeting. Research on pricing decisions of emergency supply chains under the background of digital transformation [D]. Shanxi University of Finance and Economics, 2023.

[6] Liu Qin. Research on the impact of digital mergers and acquisitions on corporate value creation [D]. Inner Mongolia University of Finance and Economics, 2023.

[7] Gu Yun. Research on digital marketing optimization of B medical device company [D]. East China Normal University, 2022.

[8] Zhao Dongliang. Research on the Construction of Financial Shared Service Center of C Medical Group [D]. East China Normal University, 2022.

[9] Li Hualing. Research on Digital Transformation Strategy of H Company [D]. Guangxi Normal University, 2022.

[10] Li Min. Research on Management Problems and Improvements of Traditional Community Hospitals under Digital Transformation [D]. Huazhong University of Science and Technology, 2022.

[11] Wang Feiyang. Research on Digital Transformation Path and Performance of Medical Enterprises [D]. Wuhan Textile University, 2022.

[12] Xu Zhifeng. Research on Product Competitive Strategy of TO Medical Information Company [D]. Inner Mongolia University of Finance and Economics, 2022.

[13] Karl S.R. Warner and Maximilian Wager. Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal [J]. Long Range Planning, 2018, 52(3):326-349.

[14] Kim Donggi and Cho Keuntae. Digital Transformation Characteristics of the Semiconductor Industry Ecosystem [J]. Sustainability, 2022, 15(1):483-483.

[15] Leao Pedro and Silva Miguel Mira. Impacts of digital transformation on firms' competitive advantages: A systematic literature review [J]. Strategic Change, 2021, 30(s):421-441.