视光中心创业计划书

明视视光中心创业计划书MingshiOpticalCenter策划人：李林黄涛高尚志邓皓文明视视光中心创业计划书目录第一部分项目概要项目背景····························································1公司介绍····························································1项目核心服务························································1第二部分市场分析市场概括····························································3需求分析····························································4竞争对手分析························································5PEST分析···························································6竞争优势····························································10SWOT分析··························································11第三部分公司战略公司概况····························································12总体战略····························································12第四部分服务运营服务系统的分析与设计···················································13服务收费费用表·························································13物质供应·······························································14设备和动力管理·························································14库存控制·······························································15推广方案·······························································15第五部分财务分析股本结构与规模······················································15财务分析····························································17第六部分风险管理政策风险····························································18管理风险····························································18市场风险····························································18财务风险····························································19解决方案····························································19风险资本退出························································21第七部分实施措施目标································································21企业文化····························································22组织结构····························································22组织制度····························································27明视视光中心创业计划书人事异动····························································31行为准则····························································32奖惩制度····························································33附：视光检查手册明视视光中心创业计划书1第一部分项目概要一、项目背景随着信息化时代的到来,保护眼睛越来越受重视。世卫组织曾发布人类获取信息的渠道90％通过眼睛,而2006年影响人类生活质量的三大疾病中,眼病排到了第三位,仅次于恶性肿瘤和心脑血管疾病。中国传统眼科收入只能占综合性医院的3—5﹪，关注的是“眼病”，忽略了占眼保健总需求90﹪以上的常规保健。现代视光中心将专注于眼睛护理以及传统眼镜的销售有机融为一体，作为具国际水平的护眼中心，护眼将眼光专注于优质护眼服务，为市民提供全面眼科视光检查、儿童视觉训练、色觉检查、视野检查、青光眼检查、糖尿眼检查、角膜矫形、隐形眼镜验配及跟进护理、眼镜验配等一站式专业服务。二、公司介绍明视视光中心是专业为客户提供视力健康解决方案的视光服务企业，品牌在成立之初，就立志将欧美先进的“私人视光顾问”模式引入中国，为中国消费者提供完美、专业、高端的视力健康方案。明视视光中心始终坚持“改变视界看法”这一品牌核心理念，始终坚持以客户需求为服务出发点，提供从“专业视光咨询”、“完美配镜体验”、“终身跟踪服务”、“爱眼增值活动”等一整套西方视光学服务，并且推出基于生活、工作实际需求的完美验光法，让客户真正获得完美的视觉体验。明视视光中心突破传统眼镜店的服务功能：集预防、控制、验光、矫正、科普于一体，采用全套高科技眼科视光设备，引进高级验光师和眼科专家，对真假近视、视疲劳、斜视弱视、近视持续加深、疑难屈光不正等进行综合检查和处理。三、项目核心服务PCJ方案的主要服务内容是具有独创性的P（professionalization）专业化服务，C（caring）贴心服务，J(joyful)快乐恢复课程，1）专业化—视光中心采用全球先进设备，专业的视光人才及科学的视力恢复方案。PCJ方案明视视光中心创业计划书22）系统化—对每一位顾客提出全面适合的视光恢复方案，定期邀请顾客复检，再次修订视力恢复方案。3）贴心化—爱眼课堂、爱眼郊游均灵活安排，争求让每位顾客体验到贴心的服务。4）个性化—最新潮的各式近视眼镜、太阳眼镜让你出彩出众，炫出自我风采。5）网上预约检查，更节省时间，线上跟踪护理结果，贴心到家。1.专业视光检查与防治视光中心将提供全面完善的视光检查，不局限于传统的眼镜店的单纯验光配镜，而是全面专业的视力检查，在专业的验光师的检查分析下可以准确查出视力问题，并提出行之有效的护理方案。重大眼部疾病则建议顾客前往医院就诊，必要时可由视光中心推荐顾客前往合作的知名眼科医院就诊。2.轻松愉悦的视光护理在顾客验光配镜或全面视力检查后，免费邀请顾客参加由视光中心组织的爱眼讲座，专业的爱眼老师向顾客讲解爱眼常识。并定期邀请顾客参加爱眼郊游，在轻松愉悦的氛围中向顾客传授爱眼常识及视光知识。顾客甚至可以带上亲友，只需交基本郊游费用即可享受一场爱眼之行。顾客就可以将学到的爱眼视光知识传播开来，为亲友的眼睛带去健康。3.验光配镜顾客。在综合验光仪检查及专业验光师了解消费者近视眼的产生缘由，真、假近视，还是由眼疾引出的近视之后，验光师开具验光处方的同时注明消费者是否患有眼睛疾病，必要时建议顾客前往医院就医。如一般近视顾客在配镜之后，给顾客介绍护眼常识有条件要向顾客普及专业视光知识，给出顾客对眼睛的日常保养方案（包括合适日常用眼方式及食疗方案等）。并定期邀请顾客参加有训练有素的爱眼老师的讲座。4.视力检查顾客一些感觉眼部不适的顾客来本中心做全面的眼部检查。先由验光师做初步检查诊断，在建议做更全面深度的检查。查出病因之后，再由专业视光师做出评估，把能通过护理保健得到恢复的眼部问题通过本视光中心的专业团队解决给顾客介绍护眼常识有条件要向顾客普及专业视光知识，给出顾客对眼睛的日常保养方案（包括合适日常用眼方式及食疗方案等）。并定期邀请顾客参加有训练有素的爱眼老师的讲座。如若有重大眼部疾病则建议到医院就医。本中心还定期组织顾客参加爱眼郊游活动，由专业爱眼老师和心理老师带队，郊游过程中爱眼老师讲授视光保健知识，心理老师疏解顾客情绪，让顾客在一种轻松愉悦的氛围中吸收爱眼知识感受自然、放松眼睛的疲惫。明视视光中心创业计划书3第二部分市场分析一、市场概况1.市场容量随着经济的发展，人们的生活质量在提高，需求结构也不断发生变化，人们在文化、保健、休闲娱乐等非物质消费方面的支出占家庭总体消费的比重逐渐增加。现代生活节奏加快，精神紧张，压力大，加之过量饮酒、吸烟，空调、长期面对电脑手机书本等因素，使人们的视功能降低。可见视光行业前景广阔传统眼镜店与视光中心的区别传统眼镜店视光中心验光验光、视功能检查功能片5%销售功能片40%销量光顾眼镜店半年甚至一年一次每周甚至每天光顾眼镜店复查项目单一视觉训练、按摩、理疗对全年龄段简单验配保健理疗、训练、验配客户忠诚度低（档案）客户忠诚度高（档案）明视视光中心创业计划书4盈利模式的区别传统眼镜店视光中心三万家共营400亿一千二百家共营60亿验光0%视功能检查10%复查0%复查康复训练20%2.趋势分析（1）高收入群体的不断壮大，人们消费水平不断提高，不断追求生活品质。（2）传统眼镜行业不景气——我国眼镜市场的消费总额在2007年达到了一个阶段性高点—280亿左右。而2008年中国眼镜市场受全球金融危机的影响，整体销售额下滑了15—20﹪，全年销售总额只有230亿左右。（3）视光中心以传统眼镜验配加以全面视力检查与系统的护理保健，视光知识的传播让人们体会到我们不是卖眼镜的商人，而是为人们眼睛健康服务的卫士。（4）相关政策扶持——“十一五”计划以来提出大力发展服务业二、需求分析1.需求特点（1）现在的父母多为独生子女，他们需要更专业更全面的幼儿视力服务（2）现在学生学习压力大，近视弱视更是数不胜数。（3）现代白领工作量大，经常长时间对着电脑导致视力下降。（4）人们对服务质量的要求不断上升（5）人们愿意在保健养生方面支出更多的费用2.市场机会（1）缺乏对0-2岁宝宝的视力检查（2）缺乏针对父母的视光爱眼常识普及（3）传统眼镜店的单纯验光配镜，没有后续的视光服务及检查（4）缺乏独具特色的专业化服务明视视光中心创业计划书5三、竞争对手分析目前国内只有香港地区的视光中心相对较好但比起国外仍有很多不及之处。大陆地区竞争对手甚少。以美国为例：美国医疗／眼保健开支占年收入的14﹪，每年约10000亿美元，即人均约4000美元。而其中每年约3600亿美元用于眼∕视力的费用，即人均用于眼∕视力的费用约1400美元。在美国用于与视觉有关的医疗项目中，占美国年度医疗费用的1∕3强，超过军费开支。﹙2002年资料﹚美国眼病患者到眼科和视光门诊的病人数比例为3