Zhao Changsong, Founder of Kangbao Pediatrics: Secrets to Keeping a Pediatric Clinic Busy All Year Round

On November 30, DXY, an internet healthcare company, held the “Heart Connection, New Leap—2019 Annual Conference of the Clinic Development Alliance” in Shanghai. The conference attracted more than 500 participants, including renowned domestic and international healthcare institution managers, entrepreneurial physicians, and professionals from medical investment firms, who jointly explored pathways for the development of primary care clinics.

At the conference, Zhao Changsong, founder of Kangbao Pediatrics, delivered a speech on “Secrets to Keeping Pediatric Clinics Busy During the Off-Season.” This article presents a curated compilation of his key insights.

(Pictured: Zhao Changsong, founder of Kangbao Pediatrics)

The following is a transcript of the speech (abridged):

In 2005, I began working in the Department of Pediatrics at a Grade A tertiary hospital in Changchun, where I remained on the clinical frontline for twelve consecutive years. By autumn 2016, due to severe staffing shortages in our department and with the chief physician already in his fifties, I began to consider resignation as I saw little prospect for the future.On New Year’s Day 2017, I formally resigned to launch a value-based fee-for-service clinic.This is the first one in Northeast China.

It took approximately three months to renovate the clinic. Guided by the philosophy of prioritizing medical care over medication, the clinic aims to build a healthy castle for infants and young children, hence the name “Kangbao” (Health Castle).

At that time, no one in Northeast China was aware of the existence of clinics operating in this format. Later, a mother shared her experience: when her child fell ill, she posted on her WeChat Moments about applying fever-reducing patches. A friend commented, “You should go to Kangbao for a check-up.” She replied, “What is Kangbao? I’ve never heard of it!” Another friend left a message saying, “Go take a look at Kangbao.” She responded, “Where is it? I’m not quite sure.” Shortly afterward, yet another friend urged, “Hurry up and go to Kangbao!” When we later met in person, she said to me, “Where exactly is Kangbao, and what services do you provide? I feel like I’d be remiss if I didn’t bring my child in for a consultation!” I share this anecdote to illustrate that our reputation at the time was quite strong.

Currently, the Kangbao Clinic’s official WeChat account has over 20,000 followers, with 5,000 to 6,000 individuals having established health records.Data indicates that one full-time physician is required for every 3,000 patients. We currently have two full-time pediatricians, with a third having recently joined the team, and we are now preparing to open our next clinic.

We launched our trial operations in March 2017 and broke even by November. In fact, we initially took a detour: lacking brand recognition, facing limited acceptance of our clinic model, and having virtually no patients, I set the consultation fee at zero—offering services free of charge.

This was my thinking: With such an excellent environment and over a decade of experience in pediatrics, I was so confident that my practice would be packed with patients and bustling with activity. Yet, there were no patients at all, which left me utterly devastated at the time. Later, upon reflectionWhat Does "Zero Yuan" Mean? It Means Worthless, it's that simple.

Noticing the discrepancy, I promptly adjusted the consultation fee to 49 yuan as a trial. The response was overwhelmingly positive, with patients feeling that they received commensurate value for the 49-yuan fee.We quickly broke through the 49 yuan consultation fee, rising to 69 yuan, and now to 149 yuan. Starting from December 1st, which is tomorrow, we will adjust it to 199 yuan.

Appointments for consultations on our official WeChat account are snapped up in seconds; it’s nearly impossible to secure a slot. Of course, as a value-driven clinic, we must address the pain points of the current healthcare system. So, what exactly are these pain points?

The most prevalent issue is the mismatch in treatment intensity: minor illnesses are overtreated while major ones are undertreated. For instance, a child with a common cold may be misdiagnosed as having pneumonia and subjected to excessive treatment. Additionally, inconsistent management of comorbidities creates confusion; some physicians recommend mandatory surgery, while others advocate for conservative care, leaving patients bewildered. These problems are closely tied to clinical diagnosis, treatment practices, and healthcare services.

What other pain points remain? The issue of “waiting” during medical visits. Patients wait to register, wait to pay, wait for diagnostic results, and wait for IV infusions… Queues that start in the morning often extend well beyond 4:00 PM, with much patient frustration accumulating during these waits. How are we addressing these pain points today?

There was a historical figure named Cheng Yaojin, whose signature moves were known as the "Three Axe Strikes." We also tried out these three tactics.

First Move: Strike the Forehead."Splitting the Forehead" refers to creating WeChat groups and managing online communities. When I was working in the public sector, I set up WeChat groups; at that time, I created two groups that reached full capacity within two weeks. Initially, I provided some Q&A support, but later I no longer had the time. Currently, these communities have expanded to ten WeChat groups, which are basically all full.

We have six to seven group administrators who provide Q&A support and are highly committed to contributing. For instance, when asked how to manage a baby’s runny nose, they advise mothers to rinse the nasal passages with physiological seawater spray. Such practical recommendations help alleviate maternal anxiety. Meanwhile, they attract more mothers to invite friends into the group, thereby addressing various parenting concerns.

In these 10 groups, administrators must remove inactive users once the groups reach full capacity each day. A constant influx of new members is essential to maintain group engagement. Through our daily screening process, each group maintains an average membership of fewer than 100 individuals. At this rate, the screening process will continue for 10 years. With such a steady stream of traffic, would you still worry about customer acquisition? Traffic originates online and requires ongoing community management and continuous member turnover.

The Second Move: Ghost Picking Teeth.For instance, with hand hygiene, we use a well-known hand sanitizer capable of eliminating 99% of germs on the market—a significant cost that our clients are aware of. Similarly, for stethoscopes, we perform comprehensive disinfection after each use to prevent cross-infection. Then there are medications. What are the storage requirements for this drug? It should be stored at room temperature between 8°C and 30°C and must not be refrigerated, as low temperatures may compromise its efficacy. We place utmost importance on medication safety. How do we retain patients once we have attracted them? The secret lies in excelling in these service details.

Third trick: Ear picking.This relies on our robust Cloud Manager. The Cloud Manager offers two key features, the first of which is appointment scheduling. This feature addresses two issues: first, it reduces time costs for clients; second, it ensures that sufficient time is available for communication during the scheduled slot. Many of our clients are now accustomed to using this feature.

What happens to those who cannot secure an appointment when slots are fully booked? As many may know, people in Northeast China are known for their bold and assertive demeanor; some patients, unable to get an appointment, would rush into the clinic demanding immediate consultation. To address this issue, we introduced our own “priority access fee,” charging RMB 498 for jump-the-queue service.

Charging a 498-yuan consultation fee allowed us to compensate the next scheduled patient by waiving their fee, achieving a four-way win. First, the patient who cut in line paid 498 yuan, fulfilling their request and receiving timely treatment. Second, although the originally scheduled patient experienced a 20-minute delay, they were exempted from the consultation fee and had no complaints. Third, it made explanations easier for our customer service team. Fourth, our physicians saw an increase in consultation revenue.

In terms of appointment scheduling, the physician’s side can actually obtain the most comprehensive patient information. In the absence of appointments, what is the greatest challenge for physicians? It is the uncertainty regarding the clinical condition of the next patient. After finishing with one patient, the nature of the subsequent case remains unknown until examination. Through appointment systems, reviewing the described symptoms allows for a preliminary understanding, thereby saving consultation time.

Second,Our after-sales service is highly effective.We offer three days of free online follow-up consultations.Infants’ clinical conditions can change rapidly; a child may present one way at the clinic and differently at home. What should be done? When parents report that their child is experiencing vomiting and diarrhea, physicians advise them on how to manage the situation, including whether to continue observation or return for a follow-up visit. By providing a closed-loop after-sales service, we have achieved strong customer stickiness, high follow-up visit rates, and fully booked appointment schedules.

Throughout this process, we ensure that our service is thoughtful, convenient, and comprehensive. Initially, customers may perceive the 149-yuan consultation fee as expensive; however, after experiencing the service, they find it exceptionally worthwhile. It is appropriate for them to consider it pricey, as our offerings are not inexpensive. By delivering outstanding value and a superior experience, we encourage customer retention and repeat visits.

Finally, I would like to raise two questions. First, I am aware that some of you present are interested in establishing new types of clinics.Have you thoroughly considered the pain points in healthcare when establishing a new type of clinic? If you cannot identify them, you will be unable to offer differentiated services, and thus fail to build a new-type clinic., everyone should think carefully.

To all managers of our operating clinics, let us reflect further on which medical services can still be optimized. Only by continuously improving our healthcare offerings can we achieve sustainable growth; failure to adapt will inevitably lead to obsolescence.

It is time to conclude this sharing. In truth, I have a deep affection and love for children. It is precisely this love that drives our continuous innovation and steadfast commitment to this path. I am confident that these new, high-value clinics will flourish across China in the future.