Why has 【LinkingMed】 become less and less important?

In August of this year, when the creators were preparing to research the topic of the industrial internet, they contacted Lingjian.

When it comes to SaaS systems in the dental industry,#LingjianIt's practically the brand with the highest brand association. Entering the market in 2015, it has raised over $100 million in funding in the past two years. However, Leadcore claims that SaaS is just their 1.0 version. After several in-depth conversations, we re-examined this company, which we initially thought was simply "riding the wave of industry trends," and also "overheard" a lot of internal opinions. This research lasted for over a month, including both formal structured interviews and unstructured interviews.

The following video recording was thus created:

The concept of "small contractors" and "large contractors" originated from Professor Liu Run. The creative team appreciates this perspective and, during their research on Lingjian, discovered many characteristics of Lingjian as a "large contractor."

They didn't want to solve problems with smiles and flattery, and they all regretted that the features their team developed couldn't be used more effectively. As an internet company, iteration and bug fixing are almost a constant daily occurrence. However, often, while their understanding and technology are ahead of the curve, they are constrained by the industry's familiarity with digital tools.

Every team has its own set of challenges.

Some difficulties may even originate from outside the body.

The fact that Leaden believes it is becoming increasingly "unimportant" may surprise most people. In today's dental industry, we see too many entrepreneurs using lavish events to try and tell the world: "We are the revolutionaries," "We are the chosen ones," "The future is here, look, we are the future"...

Between slogans

Those brands with grand ambitions but focused on the long-term goals

On the contrary, it seems more real and believable.

In summary: Lingjian 3.0 is still in a startup phase.

So, what exactly is entrepreneurship?

Starting a business is not a process of self-proving.

Rather, it is a process of exploring a wider world.

After such great honor and recognition

Lingjian is still in the startup phase…

Only with such a clear-headed entrepreneurial mindset can one truly succeed.

Only in this way can enterprises maintain their innovative vitality.

These are some of our thoughts on the Lingjian survey. There are also some contents that were not fully presented in the video, which are well worth reading. The creators have compiled them as follows:

Q1：

Is Lingjian 3.0 a precise positioning? How do you internally perceive your own startup stage?

A1: We are indeed already in the third phase.

Our previous versions 1.0 and 2.0 were more like additions. [1.0] was SaaS; [2.0] added a supply chain to SaaS; now, version 3.0 is more like a multiplication. Of course, version 3.0 also has some additions. For example, our courses and activities, connections to external traffic networks… these also serve as supplements to the entire ecosystem. The main task of version 3.0 is to integrate resources across the entire upstream and downstream supply chain.

Q2:

How do you understand multiplication with a factor of 3.0?

A2: For example, when we develop private domain solutions, there are several layers to it:

First, know-how: how to build a private domain model. For this part, LeadHealth will invite professional instructors, especially those who have experience accompanying clinics.

Secondly, regarding traffic: how to acquire customers, which platforms to use, and which platforms will provide support. LeadHealth will negotiate with various platforms to provide project support and assistance.

Third, the tools layer: We will also focus on launching SCRM products centered around private domains. Perhaps some features of these products can be found in previous general versions, which can be understood as "more for the same price." However, after Lingjian has streamlined everything, it allows people to better understand the solution.

LeadHealth also partners with instructors and operations teams to provide support, even handling outsourced operations. By sending clients financial models and budget calculations, clients can follow along and complete the first round of support within a training camp. This provides clients with a very clear results-oriented approach.

3.0 is actually based on SaaS and supply chain. The market share that Leadtech can get in SaaS and supply chain is limited, but in the 3.0 part, Leadtech can be more closely integrated with customers' businesses, and can truly help customers do this well and accompany them in their journey.

Q3:

Will they get carried away? After all, they've progressed quite quickly since starting their business.

A3: It can't take off; there are many problems at each stage.

In version 1.0, we only had SaaS software. At that time, the biggest challenge was software usability. Lingjian actually helped clients develop many tools, but the clients didn't use them effectively, or rather, we didn't help them use them well. For example, our software development was divided into: operations and treatment. The operations section only used things like appointments and payments, but some deeper functions weren't used; similarly, some functions in the treatment section weren't used, such as our digital processing technology.

In version 2.0, we were a SaaS + supply chain company, but significant problems also emerged: intense competition, very low profit margins, and everyone immediately launched a price war... another kind of "roll".

Q4:

Excuse me, do you have enough funds to cover the subsidies?

A4: It's difficult for us too, but once the company deems something "difficult but right," we have to do it no matter how difficult it is.

Q5：

Should subsidies be implemented in the dental industry as well?

A5: With version 1.0, we accumulated a large user base, and the user trust and convenient access may have helped us. We really didn't want to participate in a "price war," so we chose version 3.0 rather than unlimited price reductions to expand the market.

Q6：

Version 3.0?

A6: Yes, for version 3.0, we hope that everyone in the dental industry, whether they want to know "how to open a clinic" or "how to run a clinic well," can first look for the industry's infrastructure—however, we are still working hard on "brand awareness," and we need to take it slowly.

Q7：

Is positioning yourself as the "nerve center" of the industry too big a role?

A7: We've been working on this infrastructure, but maybe people don't have that concept yet.

For example, if Alibaba is e-commerce and Tencent is instant messaging (or something else), then Linkedcare is the central hub of the dental industry—"Linkedcare can handle everything." Just like its English name, Linkedcare, it simply means "we link, we care." "Link" refers to the entire industrial internet, and "care" refers to improving consumer healthcare services. This way, everyone in the ecosystem can approach Linkedcare, whether it's building know-how, providing tools, or collaborating with upstream and downstream partners…

Q8:

Is it possible that this could lead to blurred brand perception?

A8: Actually, a lack of clear understanding isn't that important. In fact, we hope that people will realize in the future that Lingjian (the dental industry) is not important. Just like infrastructure and highways, which make human society more and more perfect, we also believe that the entire dental industry will develop at an increasingly rapid pace.

Lingjian's founder, Lao Wu, also feels that Lingjian will become increasingly less important. Internally, we believe that although we aspire to be a great company, in the end, much of the industry's infrastructure is just that—infrastructure. People may remember you, or they may not, but that's not important. Everyone has already mastered this entire supply chain and ecosystem model, and the industry has progressed to a certain point.

Q9:

Is this another form of "pie in the sky"?

A9: We don't think so. We're just doing what we believe to be "difficult but right".

Q10：

So, what exactly do you think "entrepreneurship" means in the dental industry?

• Postscript

This research reminded us of what Mr. Wang Guowei said: "Those who are lovable are not trustworthy, and those who are trustworthy are not lovable."

"In philosophy, what is lovable is not credible, and what is credible is not lovable."

—Preface to "Thirty Years of My Life" by Wang Guowei

If the "lovable" people in the industry are merely "flattering" customers rather than becoming true partners, they are untrustworthy. A truly "lovable" person is one who uses their expertise to solve problems and is willing to risk being "unlovable."

It is hoped that more and more companies in the dental industry can become both major clients and major service providers. In this regard, Leaden has set a good example: using professionalism and speaking in plain language.

I also wish that everyone, regardless of their current situation, will maintain an "entrepreneurial" mindset. Thinking about our respective entrepreneurial lives in this way, it is:

The future, though still in the future

The future has already arrived.

(Edited by: JC; Reviewed by: NP)

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