The opening of the clinic under the spring rain doctor has attracted a lot of attention. Why should Chunyu develop offline? How is the road to commercialization of mobile medicine going? I omit the 500 words of nonsense here, and see what Zhang Rui said.
Reporter: The spring rain line clinic strategy has attracted a lot of attention and questioning. For example, why is the spring rain on the main line not to be offline? What are the advantages of the Spring Rain Clinic model? Does a company with pure Internet genes have the ability to play offline? What do you think of these questions?
Zhang Rui: I will answer one by one. The first is about online and offline issues. Chunyu has always been aiming to build the largest platform for communication between doctors and patients in China and the world. We also believe that many health problems can be answered online. In the past three years, our data shows that 70% of the problems can be solved online, but the other 30% of the problems need to be transferred to the offline solution. In the past, we felt that solving 70% of online problems would be fine, but later found that the remaining 30% is a probability for Chunyu, but it is 100% worry for users: If I need offline services, Chunyu What can the platform do for me? Users have expectations for your platform, there are requirements, why are you not satisfied? So the road to the spring rain today is actually an extension of the user service and experience.
So what do you do if you want to do offline? This is also the second question you mentioned. Everyone knows that opening a physical clinic is a heavy asset business, and it is slow to start, especially in China. It is even harder to make scale effects. Internet companies like Chun Yu do not have to play the clinic if they come up offline. So what do you do? We know that China's large-scale top three hospitals are two-way monopolies, monopolizing patients and monopolizing medical resources; this also causes large-scale top three hospitals to be overcrowded and lacking capacity, but at the same time secondary hospitals, primary hospitals, and social capital doctors are lacking due to insufficient patients. Hardware resources are heavily idle. What is the biggest value of the Internet? Isn't it just revitalizing idle resources and solving resource mismatches? The essence of the service on the spring rain line is also the fragmentation time of the doctor. Why can't we use this set of thinking online? Why do you have to open a physical clinic yourself if you have excess medical hardware resources? Therefore, what Spring Rain Clinic is doing is actually to find a quality assurance and matching medical institution as a practice platform for our online "Medical Doctor Studio" online. This path can overcome heavy assets, slow start, and difficult scale effect, and also improve the utilization rate of medical resources.
As for the Internet genetics company can play offline, I think this is a pseudo-proposition itself, professional things must be done by professional people, Chun Yu is now also intensively recruiting talents with rich offline clinic management experience, thus Guarantee the standardization and quality control of our overall services.
Reporter: China's mobile medical care has not seen obvious business models. We know that Chunyu has been exploring its own business model in the past few years. What are your thoughts and attempts in the past two years? How to go?
Zhang Rui: Anyone can say that mobile medical has no business model, but spring rain can't. Because you are the forerunner of this industry, everyone is watching you, you have to try constantly, this is the mission of the pioneer. I know that many people take the spring rain attempt as a joke and feel quite SB. But others can disdain, only you can't, because this is the career and ideal of you and your brothers. On the issue of mobile medical commercialization, logical deductions are meaningless, and you must use practice to verify.
The current monthly consultation volume of the Spring Rain platform is 80,000. At first we thought that since online consultation can solve some problems for users, then we can sell the problem, but later found that the problem is too light, the user's motive is not strong; then we want to know how the membership system, so we launched For the monthly and annual cards, there are also users paying, but the growth is slow. In the final analysis, because for a single user, the consultation is indeed a low-frequency requirement. Buying a member user will feel worthless because he does not know when it will be used. Later, we thought that since the virtual service is not easy to sell, can it be grafted Going to sell, so we started to try to serve e-commerce, we are still on this road; this way down, until we start planning private doctor services, our future business form becomes more and more clear. At present, the private doctor service we sell in 2B is actually very close to the insurance business. It is very different from the way you sell a membership card to a user. You must prove to the user that your current continuous health intervention can effectively reduce the user's future medical expenses, which is essentially an insurance business. Let users pay for a single service, which is a traditional medical business; help users save money and help users control fees, this is the insurance business.
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