Medicine is derived from the three major human disciplines. The first major discipline is natural science and technology, the second major discipline is social science and method, and the third major discipline is humanities and culture. Humanities such as art are to a large extent indescribable, difficult to follow, and born from the heart. However, humanities are precisely what we often involve and come into contact with in medical and health activities. In the process of high-quality development of public hospitals, there are still problems such as insufficient innovation momentum, insufficient efficiency drive, insufficient homogeneity construction, insufficient digital empowerment, and insufficient system reform. Hospital managers can't just sit in the office, they must check status, find problems, handle incidents, optimize processes, and make continuous improvements. We must ensure that everything is explained, everything is implemented, and everything is echoed. We treat work as a career, rights as services, employees as friends, and the hospital as a family. Encourage employees to provide patients with proactive services, satisfying services, satisfactory services, considerate services, value-added services, meticulous services, etc. The secret of management is to change "I" into "we", change "I can" into "everyone can", change "I want" into "everyone wants", and change "I want to fight" into "everyone". All have to struggle." Therefore, redefining the medical technology and services of the previous administrative monopoly and redesigning the service process to facilitate patient experience also include realizing the value of doctors. From the perspective of traditional Chinese medicine, culture is the external expression of the spirit of an individual or a group. The so-called hospital culture refers to the manifestation of culture in the hospital's thinking habits and behavioral patterns. It is the soft power formed in the development process of the hospital. Self-care culture is the highest state of cultural management. It is a process that enables all cadres and employees to manage themselves. Excellent leadership ignites the fire in the hearts of employees, making them voluntarily devote themselves to work. In order to monitor the brand, Mayo established a special brand management team in 1997. The management team is composed of leading physicians and a marketing committee. The committee is composed of a team of professors in marketing and communication. It mainly oversees the Mayo brand trademark, brand extension and Branch brand name strategies are managed, and supervision objects include all branches, products and services. On this basis, the Mayo Clinic has formulated a series of management specifications regarding the use of the Mayo name, cooperative brand specifications, advertising, brand recognition, etc., to ensure that the Mayo brand is consistent with its core values ??and brand positioning at each touch point. consistent. For example, Mayo brand management is the responsibility of all Mayo Clinic staff. They help build and protect Mayo's brand every day: 1. Adhere to brand guidance, such as at work and on social media. 2. Convey the Mayo brand through marketing and communication efforts. 3. Interact with colleagues, patients and visitors as a brand ambassador. 4. Contact Mayo’s in-house experts to assist with complex brand issues and use the Brand Standards website as a reference. Mayo's brand management team maintains the brand every day, every time and with every patient interaction by providing patients with the opportunity to talk to Mayo Clinic through social media. In addition, managing news through social media such as Facebook and Twitter is also a good way. Famous brand marketing expert and founder of Lange Zhiyang International Marketing Consulting Agency pointed out that to build a hospital brand in the new era and find the right foothold, the following practices can be referred to: 1. Technology Brand Technology is the foundation and life of the hospital brand. Generally speaking, there are three types of trust between doctors and patients: technical trust, personality trust, and professional ethics trust. As the core content of a hospital brand, technology brand building is to establish technological advantages among the public through high-level medical quality, so that patients can have confidence in the hospital's medical quality. The "China's First Large Hospital Brand Marketing Research" launched a few years ago investigated the current situation of brand marketing in 20 large tertiary-level hospitals in 11 central cities across the country. In the study, it was found that 5l patients believed that medical technology ranks first in the composition of hospital brands, reflecting that the public's understanding of hospital brands is still dominated by medical technology.

The positioning of technology brands is multi-faceted, including taking the lead in developing leading diagnostic and treatment methods; having the ability to solve difficult diseases; having a number of academic influence, medical service efficiency, disease source coverage, clinical technology level, and ability to solve difficult problems. Disciplines or special technologies recognized by the industry and society in other aspects; quality and price that are more advantageous in treating the same disease. In the construction of technology brands, characteristic technology brands and personal technology brands can establish a good technology assurance image of the hospital in the minds of the public. The positioning of distinctive technology brands must be based on a systematic SWOT analysis, that is, a study of the hospital's existing resources and external environment, based on the hospital's regional location, talent advantages, and technical foundation, especially the blank spots and development of the current medical service market. Conduct a full analysis of the possibility and feasibility to determine the development direction of characteristic technologies. The development of the modern medical market can be said to be changing rapidly. When hospital managers design new goals and undertake various new tasks for the organization, they should carefully weigh the need to change the past step-by-step approach that lacks planning and flexibility based on scientific analysis. sexual practices. Under the premise of having a certain awareness of strategic management, under the guidance of the development of modern management theory and technology, as well as the local competition situation, some new situations, new phenomena, and new problems that arise in hospital operation and management can be solved predictably. For example, adjusting department settings, determining development scale, making human resource forecasts, introducing performance appraisal mechanisms, etc., to strategically deal with the contradiction between social benefits and economic benefits. Currently, our country has entered a new era of high-quality development. Large public hospitals need to continuously move towards high-quality goals in terms of management, medical care, nursing, services, scientific research, teaching, epidemic prevention, talent introduction and education, and international exchanges. The first is to promote continuous quality improvement. For example, Shaw Hospital Affiliated to Zhejiang University School of Medicine formulates 2 to 3 hospital-level and 1 to 2 department-level continuous quality improvement projects every year based on the development of the hospital and departments to allow employees to participate in continuous quality improvement activities. The second is calibration. On the one hand, we should aim at leading high-level hospitals in the country and promote faster and better development of hospitals through horizontal comparisons. On the other hand, longitudinal comparisons are carried out at the hospital and department levels to reasonably determine development goals. At present, public hospitals are in a period of rapid development. They advance slowly and then retreat. However, quality must be guaranteed during the rapid development process. The third is to develop MDT (multidisciplinary diagnosis and treatment) subspecialty diagnosis and treatment. In recent years, medical science and technology has developed rapidly, and new technologies and treatments such as biological therapy, targeted therapy, and immunotherapy have brought hope to more patients. Providing patients with the latest and most scientific treatment options has become increasingly important. Only by implementing the MDT model and selecting treatment plans for patients, and then having subspecialists implement the treatment plans, can we better meet the medical needs of the people. The fourth is to carry out "360-degree" regular assessment of employees. Hospitals should conduct "360-degree" regular assessments of medical staff, administrative and logistics service personnel, and implement more targeted management based on the assessment data. 2. Service brand The shaping of service brand must ultimately reflect its core value in actual implementation. Medical services are very different from other services or tangible goods. During the delivery of medical services, patients have far more contact with non-operational personnel than with operational personnel. Therefore, operations rely on the cooperation of the marketing department and other departments, so that all departments can actively participate in operational activities.