Chapter Ⅰ Analysis of China’s medical industry development
　　1.1 Basic overview of medical industry
　　　　1.1.1 Definition of medical industry
　　　　1.1.2 Medical industry value chain.
　　　　1.1.3 Characteristics of medical industry
　　　　1.1.4 The basic characteristics of medical market
　　1.2 The development of China’s medical industry
　　　　1.2.1 History background of China’s medical industry
　　　　1.2.2 Analysis of China’s medical and health-care system in 2008
　　　　1.2.3 The development of China’s medical and health-care system in 2009
　　　　1.2.4 The development of China’s medical and health-care system in 2010
　　　　1.2.5 China's medical and health services between January and August in 2011
　　1.3 Problems prevailing in China’s medical industry
　　　　1.3.1 Resistance barriers to the development of China's medical industry
　　　　1.3.2 Ten big problems left over from history
　　　　1.3.3 Problems in asset management of medical industry in China
　　1.4 Countermeasures for the development of China’s medical industry
　　　　1.4.1 Analysis of development modes of medical industry
　　　　1.4.2 Medical industry still needs market mechanism as the basis
　　　　1.4.3 Countermeasures of promoting healthy development of China's medical market
　　　　1.4.4 Suggestions of promoting greater development of China’s medical and health-care industry
Chapter Ⅱ Analysis of China’s non-governmental medical indstry
　　2.1 Development overview of non-governmental medical industry
　　　　2.1.1 Characteristics of medical market and private capital
　　　　2.1.2 Necessity of private capital entering into the medical market
　　　　2.1.3 Analysis of China’s non-governmental medical industry
　　　　2.1.4 Development characteristics of China’s non-governmental medical industry
　　　　2.1.5 Great changes have taken place in China’s non-governmental medical market
　　　　2.1.6 Private capital flows into high-end medical market
　　2.2 Analysis of the development of China’s privately-owned hospitals
　　　　2.2.1 Development stage of China’s privately-owned hospitals
　　　　2.2.2 Policy environment of China’s privately-owned hospitals in 2010
　　　　2.2.3 The volume of privately-owned hospital presents growth between January and August in 2011
　　　　2.2.4 SWOT analysis of privately-owned hospitals
　　2.3 Competition analysis of privately-owned hospitals
　　　　2.3.1 China's privately-owned hospitals are facing competition
　　　　2.3.2 Construction of privately-owned hospital core competitiveness
　　　　2.3.3 Constraints for the advance of privately-owned hospital competitiveness
　　　　2.3.4 Countermeasures for privately-owned hospital in competition environment
　　　　2.3.5 Analysis of differentiation competition concept
　　2.4 Problems in the development of China’s non-governmental medical industry
　　　　2.4.1 Policy bottleneck and difficulties for private capital entering the medical market
　　　　2.4.2 Constraints restricting the development of private medical institutions
　　　　2.4.3 Disadvangtages of the development of China’s non-governmental medical market
　　　　2.4.4 Deficiencies of China’s non-governmental medical institutions
　　　　2.4.5 Obstacles of the development of China’s non-governmental medical market
　　2.5 Countermeasure for the development of China’s non-governmental medical industry
　　　　2.5.1 Advice for private capital entering into the medical market
　　　　2.5.2 Countermeasures of promoting healthy development of China's non-governmental medical market
　　　　2.5.3 Thinking of promoting the advance of non-governmental medical institutions
　　　　2.5.4 Suggestions of promoting the advance of non-governmental medical institutions
　　　　2.5.5 Policies and measures for the development of China’s privately-owned hospital
Chapter Ⅲ Analysis of the non-governmental medical institutions in provincial markets
　　3.1 Guangdong Province
　　　　3.1.1 Non-governmental medical market is full of vitality in Guangdong Province
　　　　3.1.2 Some of privately-owned hospitals in Guangdong ranked among the third-grade class-A hospital
　　　　3.1.3 Development of privately-owned hospitals in Dongguan City
　　　　3.1.4 Non-governmental medical market share will rise in Shenzhen City
　　　　3.1.5 Problems and countermeasures for the development of privately-owned hospitals in Guangdong
　　　　3.1.6 “Views on accelerating the development of privately-owned medical institutions in Guangdong Province (2009) ”
　　　　3.1.7 Non-state-owned hospitals in Guangdong Province will be included in the medicare-designated
　　　　3.1.8 Prospects for the development of privately-owned medical institutions in Guangdong in 2015
　　3.2 Yunnan Province
　　　　3.2.1 Yunnan provincial government introduced policies to support the development of non-state-owned medical institutions
　　　　3.2.2 Yunnan non-state-owned hospitals are free to choose the nature of profit or nonprofit business
　　　　3.2.3 Kunming to increase efforts to promote the development of private medical institutions
　　　　3.2.4 Policy measures of supporting the development of private hospitals in Kunming
　　3.3 Henan Province
　　　　3.3.1 The status of Henan non-state-owned hospitals
　　　　3.3.2 Henan actively encourages public hospitals shift into private hospitals
　　　　3.3.3 Zhengzhou’s non-state-owned hospitals launched the New Deal about lump sum price of medical services
　　3.4 Sichuan Province
　　　　3.4.1 The basic situation of non-state-owned medical institutions in Sichuan Province
　　　　3.4.2 Difficulties with the development of Sichuan Province’s non-state-owned medical institutions
　　　　3.4.3 Countermeasures and suggestions for the development of Sichuan Province’s non-state-owned medical institutions
　　　　3.4.4 Views of accelerating the development of privately-owned medical institutions in Sichuan Province
　　3.5 Shanghai City
　　　　3.5.1 Two for-profit private hospitals in Shanghai for the first time were included into the Medicare
　　　　3.5.2 Shanghai’s non-state-owned hospitals turn to high-end medical market
　　　　3.5.3 The major difficulties faced by the private hospitals in Shanghai
　　　　3.5.4 Thoughts and suggestions about the development of non-state-owned hospitals in Shanghai
　　3.6 Other areas
　　　　3.6.1 Initiatives about Hubei Province promoting the healthy and rapid development of non-state-owned hospitals
　　　　3.6.2 Diversification pattern of investment in non-governmental medical market in Jiangsu
　　　　3.6.3 Tianjin supports the establishment of privately-owned medical institutions
　　　　3.6.4 Heilongjiang intends to promote the development of privately-owned hospitals
　　　　3.6.5 Guizhou Province introduced “the implementation views on promoting the healthy development of private medical institutions”
　　　　3.6.6 Jiangxi Province moves to relax entry conditions of non-state-owned medical institutions
　　　　3.6.7 The future of privately-owned hospitals in Liaoning Province
Chapter Ⅳ Analysis of the management of non-governmental medical institutions
　　4.1 Overview of the management control of hospitals
　　　　4.1.1 Concept and basic characteristics of hospital management
　　　　4.1.2 Methods of hospital management
　　　　4.1.3 Development stage of hospital management in China
　　4.2 Overview of the management control of non-governmental medical institutions
　　　　4.2.1 Concept of the management of non-governmental medical institutions
　　　　4.2.2 The market positioning of non-governmental medical institutions
　　4.3 Discussion on the management mode of non-governmental medical institutions
　　　　4.3.1 Basic management mode of non-governmental medical institutions
　　　　4.3.2 Management features of non-governmental medical institutions
　　　　4.3.3 Analysis of the new supervision model of non-governmental medical institutions
　　4.4 Exploration of management strategy of non-governmental medical institutions
　　　　4.4.1 Analysis of business strategy of non-governmental medical institutions
　　　　4.4.2 Eight suggestions on the management of non-governmental medical institutions
　　　　4.4.3 Measures on strengthening the internal control of non-governmental medical institutions
　　　　4.4.4 Management measures of China's non-governmental medical institutions
　　4.5 The future direction of the management of non-governmental medical institutions
　　　　4.5.1 The chain operation has become a trend
　　　　4.5.2 Brand marketing needs to establish a long-term perspective
　　　　4.5.3 Seeking personalized development
　　　　4.5.4 Take the advantages of price and service to promote large-scale development
　　　　4.5.5 Cultivation of talents in order to build benign encouragement mechanism
　　　　4.5.6 Constructing the core advantage of dynamic
Chapter V Medical system reform and the market of non-governmental medical institutions
　　5.1 Overview of medical system reform of China
　　　　5.1.1 The steering of China's medical system reform is not accidental
　　　　5.1.2 Review of focus event of China's medical system reform
　　　　5.1.3 An important step of China's medical system reform
　　　　5.1.4 Basic system of medical system reform strengthens the service function of public hospital
　　5.2 Interpretation of the new medical system reform program
　　　　5.2.1 Development process of the new medical system reform program
　　　　5.2.2 Basic route of the new medical system reform program
　　　　5.2.3 The main innovation of the new medical system reform program
　　　　5.2.4 Achievements and deficiencies of the new medical system reform
　　　　5.2.5 New medical system reform establishes the development goal for 2020
　　　　5.2.6 The regional health-care planning is the key factor of the new medical system reform
　　5.3 The development of non-governmental medical institutions under the new medical system reform
　　　　5.3.1 The good effect of the new medical system reform on non-governmental medical institutions
　　　　5.3.2 The new medical system reform will strongly encourage the development of non-governmental medical institutions
　　　　5.3.3 The influence of new medical system reform on the countermeasure of the management of non-governmental medical institutions
　　5.4 Development strategy of non-governmental medical institutions responds to the medical system reform
　　　　5.4.1 Opportunities and challenges of non-governmental medical institutions under the new medical system reform
　　　　5.4.2 Non-governmental medical institutions should play an important role in the new medical system reform
　　　　5.4.3 Measures for the development of non-governmental medical institutions under the new medical system reform
Chapter Ⅵ Analysis of non-governmental medical marketing
　　6.1 Basic processes of non-governmental medical marketing
　　　　6.1.1 Analysis of medical market opportunities
　　　　6.1.2 Research and selection of target market
　　　　6.1.3 Design of marketing strategy
　　　　6.1.4 Developing marketing plans
　　　　6.1.5 Organization, implementation and control
　　6.2 Analysis of network marketing of private-owned hospital
　　　　6.2.1 Private-owned hospitals enter into a new era of microblogging marketing..
　　　　6.2.2 Private-owned hospital microblogging marketing proposals.
　　　　6.2.3 Analysis of private-owned hospital network promotion
　　　　6.2.4 Direction of private-owned hospital network marketing
　　6.3 Problems and countermeasures of non-governmental medical marketing
　　　　6.3.1 Main crux of private-owned hospitals marketing
　　　　6.3.2 Misunderstanding of private-owned hospitals marketing in china
　　　　6.3.3 Problems of private-owned hospital in brand marketing
　　　　6.3.4 Marketing measures of private-owned hospital
　　6.4 Countermeasures of private-owned hospitals created advantage in marketing competitive
　　　　6.4.1 Build continued advantage through hospital's strategic management
　　　　6.4.2 Strengthen dynamic competition management
　　　　6.4.3 Insist on lasting quality marketing
　　　　6.4.4 Marketing performance management
　　　　6.4.5 Brand management
　　　　6.4.6 Integrated marketing
　　　　6.4.7 Public relations management
　　6.5 Integrated marketing research of private-owned hospital
　　　　6.5.1 Strategic marketing
　　　　6.5.2 Quality marketing
　　　　6.5.3 Integrated marketing
　　　　6.5.4 Human resources marketing
　　6.6 Explore of non-governmental medical branding and marketing strategy
　　　　6.6.1 Value orientation and brand creation of private-owned hospitals development
　　　　6.6.2 Optimization and integration of medical resources
　　　　6.6.3 Scientific talent management mechanism
Chapter Ⅶ Key Enterprises 
　　7.1 Topchoice Medical Investment Co., Ltd.
　　　　7.1.1 Company profile
　　　　7.1.2 Operation situation analysis of Topchoice Medical Investment Co.,Ltd. in. 2010
　　　　7.1.3 Operation situation analysis of Topchoice Medical Investment Co.,Ltd. in. 2011
　　　　7.1.4 Operation situation analysis of Topchoice Medical Investment Co.,Ltd. from Jan. to Jun. 2012
　　7.2 Aier Eye Hospital Group Co.Ltd
　　　　7.2.1 Company profile
　　　　7.2.2 Aier eye successfully listed on the growth enterprise market in 2009
　　　　7.2.3 Operation situation analysis of Aier Eye Hospital Group Co.Ltd in. 2010
　　　　7.2.4 Operation situation analysis of Aier Eye Hospital Group Co.Ltd in.. 2011
　　　　7.2.5 Operation situation analysis of Aier Eye Hospital Group Co.Ltd from Jan. to Jun. 2012
　　7.3 Guangzhou Renai Hospital Group
　　　　7.3.1 Company profile
　　　　7.3.2 Business strategy analysis of Guangzhou Renai Hospital
　　　　7.3.3 Guangzhou Renai Hospital builds first expert brand hospital in southern China.
　　7.4 Other enterprises
　　　　7.4.1 Phoenix Medical Group
　　　　7.4.2 Shenzhen Pok Oi Hospital
　　　　7.4.3 Tianjin Modern Women Hospital
　　　　7.4.4 Aisite cosmetic plastic international chain
Chapter Ⅷ Investment and development prospects of non-governmental medical market
　　8.1 Investment environment analysis
　　　　8.1.1 State Council on deepening the views of medical and health system reform
　　　　8.1.2 China has relaxed access conditions for social capital and provided a good opportunity for the development of non-governmental medical institutions
　　　　8.1.3 Healthcare market has a broad investment space.
　　　　8.1.4 Government encourages social capital to enter into hospital investment
　　8.2 Investment dynamic analysis
　　　　8.2.1 International venture capital favor China's private healthcare industry
　　　　8.2.2 Private healthcare industry investment boom driven by health care
　　　　8.2.3 China's non-governmental medical investment is beginning to show results
　　　　8.2.4 Venture set off investment wave in private-owned hospital.
　　8.3 Investment risk analysis
　　　　8.3.1 Healthcare industry investment is facing three risks.
　　　　8.3.2 Major risks of investing private healthcare market
　　　　8.3.3 Private-owned hospital medical high-burden is caused by high-risk
　　8.4 Market prospects of non-governmental medical industry
　　　　8.4.1 Forecast of China's non-governmental medical industry in 2012-2016
　　　　8.4.2 Responsibility of regulation on non-governmental medical industry will be clearly defined
　　　　8.4.3 Potential market size of China's non-governmental medical market is over RMB 100 billion
　　　　8.4.4 China's rural medical institutions will increase rapidly