A med spa marketing audit that ends in a plan, not a list of ideas.

Nine areas, every time: measurement, paid search, paid social, spend efficiency, website and funnel, organic and AI search, offer and positioning, competitors, and lifecycle. For an aesthetics group we read them at two levels, group and clinic, so spend per location and treatment line, the online booking path, lead response time, membership and recall marketing, and local search for each clinic are all inside the scope. The output is a findings workbook with evidence and severity, plus a 90-day action plan.

Access and reconstruction on days one and two, measurement testing on days two and three, then spend, website and booking, local search, reviews, email and competitor analysis through day five. Day six is judgement, where each finding is written with its evidence, a severity band and the cost of inaction. Day seven delivers the action plan and the handover call. The scope is fixed so nothing gets skipped when the week gets busy.

A checklist tells you what to look at. An audit tells you what is true in your business. We use a fixed nine-area scope so nothing is missed, but every line in the workbook comes from your analytics, your ad accounts, your call records, your booking platform, your invoices and your live site. Findings are ranked by severity and cost of inaction rather than listed in the order the checklist happened to run.

Yes, on one restated set of definitions. Spend, enquiries, booked consultations, treatments started, cost per consultation, local search position, listings health and review velocity are reported clinic by clinic, so a strong location stops subsidising a weak one in the reporting. Where a clinic is genuinely better run, the workbook documents what it does differently so the group can transfer it.

Yes, and it is often where the largest finding sits. We place live enquiries and calls, record how long each took to answer, how it was handled, and whether it reached the booking system at all. The CorralData H1 2026 benchmark reported by AmSpa found the fastest medspa brands answered new leads in under 13 minutes while others took four hours to 24 days. We audit the process; your team owns the staffing decision.

It does, under lifecycle. Email, text, recall and membership programs are judged on revenue per recipient and on repeat visit behaviour from your own records. In the same benchmark, members spent 2.5 times more than non-members and retained 35 percentage points better, so a weak recall program is a revenue finding rather than a housekeeping note. Designing the membership economics itself is growth advisory.

No. We are not clinicians, we are not lawyers, and we do not advise on scope of practice, supervision, patient privacy or the rules governing how treatments may be advertised in your state. We audit the marketing function with evidence. Where a claim on your site or in an ad looks risky, the workbook flags it as a question for your own counsel and compliance team rather than answering it.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of locations and ad accounts in scope and the state of your data, so publishing a rate would mislead most readers. For context on scale, The CMO Survey puts marketing at 9.0% of company revenue and 33.6% of digital activity in the hands of outside agencies. Book a meeting for a scope and a number.

Not as part of this. The audit is a project with a defined end, and no retainer is attached, which is what lets the workbook say that a channel we would happily sell is not worth funding for you. Your in-house team, your current agency or another firm can execute the plan. If you later want us to run something, it is scoped and quoted separately.

No, that is part of what the audit measures. Validity's 2026 study found 62% of organisations lost revenue to poor CRM data and only 41% had a named governance owner, so waiting for clean data means waiting forever. We document what the data can and cannot support, label directional findings as directional, and put the repairs in the plan. Building that layer is marketing operations consulting, quoted separately.

Growth is exactly when waste compounds. AmSpa reports the medical aesthetics industry has eclipsed $17 billion and is growing by more than $1 billion a year, and the CorralData H1 2026 benchmark found the median practice grew revenue 19.2% while new-patient growth sat at 1.2%. That gap is a marketing and retention question, and it is answerable with evidence you already hold.

Direction of travel. The audit looks backwards at evidence: what the marketing function has been doing, what it produced, and what is broken. Medical spa marketing strategy consulting looks forward and decides treatment-line and segment priority, positioning, channel roles, budget and measurement. Many groups buy the audit first because a plan written on unverified numbers is a guess with headings.

Scope of the question. Growth advisory hunts the commercial constraint on growth wherever it sits, including retention, membership design and provider or room utilisation. The marketing audit stays inside the marketing function and produces evidence and a 90-day plan. If you already know marketing is the problem, the audit is the cheaper first step.

Whoever owns marketing, one operations leader who knows the clinics, and someone who can grant access to analytics, ad accounts, call tracking, the booking platform, reporting and invoices. A front desk lead helps, because their reality is the reality check. Expect roughly four hours of your team's time across the week: a kickoff, short interviews, and the handover call.

Your team runs it, and every action has a named owner and an acceptance test. Many groups book a review at ninety days to check the leading indicators, which takes half a day and is optional. Where you want a standing numbers habit, scorecard advisory sets one up and hands it back, and the parent engagement is the marketing audit itself.