More treatments booked is not a strategy. This is.

Four decisions and a plan. Service line and patient priority, meaning which treatments, devices and patient segments get funded and which are declined; positioning and proof, meaning why a patient should choose your clinic rather than the one two blocks away; channel roles, meaning what each channel is for and in which quarter; and budget and measurement, meaning owners, spend and the numbers leadership reviews weekly. The output is a written marketing plan, not a workshop summary.

No. We give no medical, clinical, legal, licensing or advertising-compliance advice, and nothing here is guidance on scope of practice or supervision. Claims are drafted with your medical director and reviewed by your own counsel before anything is published. What we will do is refuse to build a positioning claim your records cannot support, which removes most of the risk before it reaches review.

An agency executes a plan. This engagement writes one, and because we take no execution work inside it, the plan can say that a channel should be cut, that a device launch should wait, or that a location should stop advertising until its rebooking rate improves. The deliverable includes a one-page brief written so any agency, including your current one, can deliver against it. Execution is scoped separately afterwards if you want us to do it.

No. Coaching is a recurring relationship built around the operator: accountability, habits, motivation and general practice advice. This is a fixed-scope project that examines your revenue, retention and capacity data and produces a written marketing plan with owners, budgets and dates, then ends. Some clients use both, for different reasons. We are also not brokers, valuation advisors or transaction consultants.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of locations, service lines and providers in scope and the state of your practice management data, so publishing a rate would mislead most readers. For budget context, The CMO Survey puts marketing at 9.0% of company revenue on average across industries, with 33.6% of digital activity run by outside agencies. Book a meeting for a scope and a number.

Because in aesthetics a lead is a long way from revenue and even further from retention. We rebuild reporting around consultations attended, treatments performed, first visit value, rebooking rate and membership penetration by acquisition source, which usually reverses the ranking of channels. Discount-led sources are frequently cheapest per enquiry and worst per returning patient, and no campaign change fixes that until the reporting shows it.

Conservatively, because they are where credibility is lost and where regulators look first. We build messaging around what your own records and consented patient imagery support, with your medical director signing off the clinical wording and your counsel reviewing the published version. Stock imagery presented as your work never survives a comparison-shopping patient, so the plan specifies what has to be photographed instead.

Yes, and usually earlier than the acquisition work. In the CorralData H1 2026 benchmark, members spent 2.5 times more than non-members and retained 35 percentage points better, so membership design, enrolment moments and the message that supports them do more for revenue than another lead source. We decide who the programme is for and how it is sold; the pricing and clinical design of it stay with you.

Different question. Medical spa growth advisory looks for the commercial constraint on growth wherever it sits, including retention, membership design and provider and room utilisation. Marketing strategy consulting takes the commercial model as given and answers what marketing should do about it: service line priority, positioning, channel roles, budget and measurement. Practices that already know their constraint usually want this one.

Yes, within the agreed scope and with your consent process respected. Returning patients and lost consultations are the fastest route to a positioning claim that survives a consultation room, and coordinators and front desk staff know exactly which promises the schedule cannot keep. Interviews are short and confidential, findings feed the positioning platform, and no patient information is published.

A sponsor, usually the owner or chief executive; the medical director; clinic or regional managers; the patient coordinator or front desk lead; and whoever owns marketing today. Expect around two hours of interviews each in week one and a half-day decision session in week three. If the sponsor cannot attend that session, we move it rather than run it without them.

No, it is often the right first step, because the plan states what the first hire has to do and what stays with vendors. Where the question is really about structure and sequencing of hires, marketing team advisory covers it, and where you need someone to lead the function while you build it a fractional CMO is the engagement. Both are quoted separately and neither is required to use the plan.

Yes, and we will say plainly where it limits a conclusion. We work from financial records first, reconcile practice management, CRM and call tracking against them, and label which findings are solid and which are directional. Validity's 2026 research found 62% of organisations losing revenue to poor CRM data and 67% having campaigns delayed or scrapped because of it, so this is normal rather than disqualifying. Marketing operations consulting implements the fix.

Yes, and new locations are planned separately from mature ones because they need a different message, a different budget curve and a different measure of success in their first year. The plan states what has to be true before a launch gets funded, what the opening sequence looks like by channel, and which numbers tell you at ninety days whether the market is responding or the offer is wrong.

Your team runs it, and every workstream has a named owner on your side. Many groups book a review at ninety days to check the leading indicators and adjust the sequence, which takes half a day and is optional. Where you want a standing numbers habit instead, scorecard advisory sets one up and hands it back. The parent engagement is marketing strategy consulting, and execution, if you want us to do it, is scoped separately.