Guide to the implementation of medical beauty operation plans!

1. Introduction

Many operators of medical beauty institutions often knock on the table and say something like this: The plan is good, but the key is to implement it.

Yes, no matter how good the operation plan or marketing strategy is, it needs to be broken down and implemented on the ground.

Is it difficult or not to implement it? First, look at the team genes; second, look at the methods and approaches.

I think there are two main reasons that affect implementation:

1. The team doesn’t execute.
2. The team was unable to execute.

Although on the surface the team was unable to execute the task, one was a subjective reason and the other was an objective reason.

There are two kinds of subjective reasons:

1. Employees don’t know what benefits will come to them.
2. Employees don't think it will benefit them.

If employees don’t know what the benefits are for them, it means that our implementation methods are not adequate.

And what if employees don’t think it will benefit them? That means that the plan we are about to implement may destroy his original interest structure.

For example, many channel organizations want to switch to direct customers, but it is difficult to implement. The most important reason is that the old employees are used to the channel approach, and some executives have been in charge of the business of this section for a long time. Overtly or covertly, their personal connections and resources have formed their own interest structure. If the model is changed, it will touch or destroy their long-established interest structure, so they certainly don’t think it will be good for them.

Well, based on the above, you can analyze your own organization and find out the fundamental reasons why many plans cannot be implemented. I think most medical beauty institutions will have some problems in the process of implementation. So I will boldly talk to you about "What is the key to the implementation of medical beauty operations ? - Implementation.

2. Implementation is the key

The operation of medical beauty is like a mechanical watch, with front end, middle end and back end, and each link is like each gear in the machine, interconnected.

For example, the front-end customer acquisition action can be broken down into two "gears": reach and conversion.

It is crucial to determine whether the group of beauty seekers reached at the front end of this gear has the conditions to achieve back-end conversion.

Therefore, the action of acquiring customers can be further broken down into: effective reach rate of “target customers” × hospital conversion rate × upgrade order conversion rate × retention conversion rate. The focus here is on the effective reach of “target customers”, and only then will the efficiency in various subsequent conversion links be improved.

This is the decomposition of the front-end, mid-end, and back-end actions that need to be considered in medical beauty operations, and each action needs to be completed by the "person" responsible for this position.

Therefore , no matter how precise the positioning or how perfect the marketing plan, implementation is the key, and the basis for implementation is "employees". It can be seen that a good employee management system is the driving force for implementation.

3. What are the key elements of a good employee management system?

First of all, we need to mobilize - before we get started, we need to mobilize.

Therefore, after we have formulated an operation plan, but before implementing it, we must first make sure that all participants (employees) understand clearly “why we have formulated this plan and why everyone should do this.”

The fundamental reason why the plans formulated by many institutions cannot be implemented in the end is that the mobilization work is not done properly. If employees do not know why they have to do this, then resistance will easily arise during the entire execution process. It is precisely because of this resistance that the final effect will be greatly reduced.

So, here, I emphasize again that "before implementation, mobilization must be done first."

Here is a mnemonic: The same desire comes from the same source.

While we complete the mobilization work, we must also clearly define the job responsibilities of each participant? Establish clear job responsibilities and behavioral norms for each employee.

In other words, every employee should clearly understand what they should do:

• What should we do?
• What am I responsible for?
• What should I do?
• What should not be done?

On this basis, these work contents will be concretized and detailed.

That is to say, every job of every employee should be refined, and the standards and requirements should be clarified so that employees can fully understand what standards should be met for each of their actions during the execution process. What specific requirements need to be met?

The standards can be formulated in detail in terms of tools, methods, sequence, time, number of times, etc.

In short, it is best to pay attention to every detail, because the more meticulous you are, the higher the quality of the work will be. This also lays the foundation and basis for the standards of the subsequent assessment.

IV. Incentive Mechanism

After completing the above elements, there must also be an executable driving force - that is the incentive mechanism.

When employees know what they should do? After knowing what to do specifically, you will want to know what benefits you will get by doing so.

The personal goals of employees working for an organization are nothing more than two things: "promotion and getting rich."

This is the most realistic thing to say, so it is said that a boss who knows how to distribute money is a good boss.

The money sharing mentioned here does not mean being generous, but requires establishing a complete salary system and promotion mechanism.

What is a reasonable salary system? A reasonable salary system exists as an incentive factor and is the driving force that motivates the technical team and service team to better provide medical beauty services to customers.

A good salary system should achieve the following four points:

1. Improve employee satisfaction.
2. Reflect the fairness of remuneration.
3. Enhance employees' sense of value.
4. Facilitates internal management implementation.

There are two aspects that need attention:

(1) Employee gains and losses should be consistent with the gains and losses of the organization

If there is an inconsistency, for example, the organization makes money but the employees do not, then the employees will have no motivation and may even do "private work" or even do things that are detrimental to the interests of the organization. This is the result of an inconsistency in the gains and losses of each other.

Conversely, if employees make money but the organization does not, then the organization will not have the motivation for long-term development.

(2) Employees’ wishes must be consistent with the organization’s wishes

A reasonable salary system exists as an incentive. You incentivize what you want, and you get what you incentivize.

Do you want to motivate your employees to place big orders and earn big money, or do you want to motivate your employees to provide better services to beauty-seeking customers?

The slogan of many institutions is the latter, but the incentive mechanism lies in the former, especially the incentive mechanism of consultants is only linked to personal performance. This will lead to consultants making excessive promises and over-treatment in order to make big orders and make big money, and to close deals quickly, which ultimately runs counter to the slogan of the institution. In the long run, this institution will have no word-of-mouth effect in the local market. The consultant can switch to another institution to continue working, but you, as a boss, will be dumbfounded.

In addition, a fair promotion mechanism must be established.

It is said that setting salaries is a troublesome matter because it is difficult to achieve complete fairness.

Often, after salaries are announced, many employees will react: Why do I get paid so much? Why does he get paid so much?

If the salary is not fair, there will be no motivation at work. Therefore, a reasonable salary system should be one in which every employee can earn the money they deserve based on their own abilities, while also having a direction to continue working hard.

Therefore, it is necessary to clarify the promotion channels for each position and let employees know the direction of their personal development efforts.

There is another motto for this part: incentive compatibility.

What benefits will this bring to me personally? How can I make money? (That is, to point out ways to make money)

V. Assessment Mechanism

After formulating a reasonable salary system, it is also necessary to cooperate with a reasonable and well-founded assessment mechanism.

It should be noted that assessment is not about withholding or suppression, but about reminding and urging employees at any time to complete their jobs better, conduct daily self-reviews, and regular overall reviews. Especially given the special nature of our medical beauty industry, ensuring the quality of every link in every position thereby improving the overall medical technology and service capabilities of the institution, which will gradually become the "core competitiveness" of the institution.

Therefore, the assessment will be divided into two parts:

(1) Self-assessment, that is, self-discipline

Prepare a checklist for the day’s work results

List the corresponding work items in the table and check your own execution status before leaving get off work every day.

(2) Assessment by superiors, i.e. external discipline

Assessment and scoring can be carried out on a weekly or daily basis, depending on the situation, and promotion and rewards can be determined based on the specific assessment content and scores.

The boss should make employees clearly aware of the shortcomings of their work and which aspects need improvement.

The mantra here is: responsibility should be restored to its original place.

• What am I responsible for?
• What standards should be achieved?
• What rewards will you get if you do this?
• What is the punishment for not being able to do it?

6. Write to the end

I have written so much without realizing it. There are still many details on the topic of implementation and employee management. Due to limited space, I cannot fully explain it. If you want to go deeper, you can send me a private message to continue the discussion.

Well, let’s stop here for today’s topic. Let me end with the words I posted on WeChat Moments not long ago:

The implementation management of medical beauty operations, no matter how good the marketing strategy is, everything needs to be implemented, and the basis for implementation is employees!

Therefore, implementation starts with employee management:

1. Clarify goals and unify direction.
2. Clarify the responsibilities of each position.
3. Elaborate on the specific work content.
4. Assessment based on reason and results.
5. Salary system promotion mechanism.
6. Empower employees to help them grow.

Share with you.

The above is my personal opinion, which may be biased. I would also like to ask for your advice, friends.

As the medical beauty industry undergoes changes, how can we combine our own resources to better “break the impasse”? New media operation, existing operation, and refined operation are all necessary paths for the long-term development of the medical beauty industry.

Author: Zhang Lei

Source: Medical Beauty Operation Notes