To enhance Nanjing Zeming managers’ understanding of Jangho Group’s management system and corporate culture, identify Zeming’s functions and management responsibilities, promote the integration of Zeming into Jangho, and prepare a plan for future development of Zeming and address problems and difficulties in Zeming’s operation, Nanjing Zeming, under the organization of Jangho Group, held a mid-level and senior managers training and operation dispatching meeting from May 7 to 8. The meeting was attended by Liu Zaiwang and Xu Xingli, respectively Chairman and CEO of Jangho Group and other leaders from the group’s headquarters, and Huang Xiaofan, Chairman of Nanjing Zeming, as well as mid-level and senior managers and all financial personnel from hospitals affiliated to Zeming.

The training was divided into two parts, i.e. group management training and Zeming business training. At the group management training session, CEO Xu delivered training on the theme of group management system, elaborated on the group’s development strategy, management model, management system, internal control management and corporate culture, and clarified such management mechanisms and principles as the role definition, distribution of powers and functions, division of functions and labor and management relationship between the group’s headquarters and business units. He stressed that the group’s headquarters manages and controls business units mainly through strategic management, financial management and corporate culture, while business units are mainly responsible for managing day-to-day operation and other conventional functions. He also emphasized the need for all family members of Jangho Group to unify their corporate cultures and management systems as this is the only way to pool their respective strengths for better performance than simply putting them together.
Persons in charge of the financial department, the chairman’s office, HR department, planning department and other relevant functional departments of the group’s headquarters provided management training on financial management, personnel management, regulations on operation of listed companies and planning management, and further clarified the system, content, division of labor and model of the functional management of the group’s headquarters. Zeming business training focused on marketing, optometry, care and other professional areas, and professional personnel from all fields shared and exchanged their respective expertise and experience.
The training not only provides an opportunity for the group’s headquarters to provide systematic training to and exchange views with Zeming, but also is an event of interaction and mutual learning within Nanjing Zeming. It has played a positive role in enhancing mutual understanding between the group’s headquarters and Zeming and between hospitals affiliated to Zeming, improving the integration and complementarity of all parties concerned, and identifying the management mechanism for the group.
On the afternoon of May 8, Nanjing Zeming held the operation dispatching meeting. At the meeting, leaders from the group’s headquarters were briefed by all subsidiaries of Zeming on their operation reports from January to April, discussed and analyzed Zeming’s development plan for 3-5 years to come, operation of each hospital, problems facing the hospitals and measures to address the problems, and formulate relevant plans. The meeting set a mid-and-long-term goal for Zeming, that is, to establish about 30 eye hospitals and become a leading ophthalmic care brand with a revenue of over 1 billion yuan in the Yangtze River Delta Region in 3-5 years.

In his remarks, CEO Xu pointed out that Zeming is currently facing opportunities and challenges; that in order to accomplish the goal mentioned above, Zeming, in addition to pursuing extensive growth, should focus more on connotative growth. According to CEO Xu, the four major dimensions of connotative growth are as follows:
Firstly, Zeming should establish a targeted management system to pave the way for its rapid development. This requires improving the construction of Nanjing Zeming’s headquarters, setting up a standard work system and a standard process, and establishing a set of efficient and replicable management models by learning from such good practices as the division of labor between the director and CEO of Fuyang Zeming Eye Hospital. Secondly, as market competition becomes increasingly fierce, Zeming should, supported by the group’s planning department and information department, foster a unified brand and highlight its strengths; provide talents with room for development and try to retain them; and establish a proactive marketing mechanism to expand its market share and customer base. Thirdly, Zeming should adopt an asset-light approach to optimizing, recombining, integrating and sharing such resources as intelligence, materials and talent pool, so as to reduce operating cost and improve the resource utilization efficiency. Fourthly, as the heathcare industry is based on B2C model and customer-oriented directly, Zeming should pursue more down-to-earth and personalized marketing to better serve its clients.
In his address, Chairman Liu stressed the need to streamline the functions of Nanjing Zeming’s headquarters by delegating some functions to affiliated hospitals. Fuyang Zeming Eye Hospital has delivered remarkable performance in the first 4 months of this year, thanks to its clear division of labor between director and CEO. He praised such practice, and urged Zeming to learn from it and gradually spread it to other hospitals.

Chairman Liu stressed the need for Zeming to stay committed to the field of ophthalmology, adhering to the asset-light path, resisting various temptations and focusing its capital and energy on its strength of ophthalmology. He urged Zeming to actively think on how to quickly develop its ophthalmological business in terms of scale and strength. He suggested that Zeming may consider acquiring large hospitals with good performance or huge potential of development, and the group will provide necessary financial support in this regard; on the other hand, Zeming should develop a set of systematic, standard and replicable management models to improve its operation management and achieve organic growth. He also called upon Zeming to give full play to Vision’s technology, management and brand strengths, and launch more promotional campaigns to enhance its brand visibility and influence.
Chairman Liu stressed that with the ophthalmological market competition becoming more intense, all hospitals should attach great importance to talent development and take steps to avoid brain drain. He urged Zeming to ease restrictions on talent selection, broaden more channels for appointment, and let talents better leverage their operation, management and marketing capabilities. He also called on Zeming to provide more opportunities and clear roadmaps for talents to move up the career ladder, helping unlock their potentials. Chairman Liu stressed that Jangho has a simple corporate culture and is likened to a stage without ceiling, and that anyone has the opportunity of unlimited development as long as he/she is capable.
Nanjing Zeming’s mid-level and senior managers’ training and operation dispatching meeting was successfully concluded. As now is the right time to forge ahead, we are convinced that Nanjing Zeming will, with the leadership and support of the group and the hard work of all the employees of Zeming, work with Jangho on sharing respective resources and enhancing complementarity, so as to make progress after progress.