Admen
· GROWTH PARTNERS FOR HEALTHCARE OPERATORS
BY APPLICATION · ~6 / QUARTER
CONFIDENTIAL · CHART № 0247

Healthcare marketing for multi-location dental, medical and veterinary groups

Healthcare marketing for operators who want to scale. Measured in new patients and collections.

S
SUBJECTIVE — what owners tell us
"The last agency reported rankings, impressions and engagement, and spent the budget. We need more new patients and more revenue — profitable revenue."
REF
REFERENCE RANGES — UNDER RE-SOURCING

Reference ranges for your specialty, read in the primary source

REFERENCE RANGES — median, quartile and top-decile benchmarks for your specialty are published, with every figure read in the primary source, at /benchmarks. How we rank a source — and which we refuse to use — is at /sources.
O
OBJECTIVE — what we'd find on intake · auto-fills based on patient profile below

What we find on intake, before a single campaign changes

Nine kinds of healthcare group we treat

PATIENT PROFILE — TELL US WHO YOU ARE
PRACTICE TYPE
NETWORK SIZE
PRIMARY CONSTRAINT
New patients / mo
Counted at the source, not the ad account
we baseline against 6 — 25 locations operators, then look at where volume is actually lost
Production & collections
Separated — they are not the same number
the gap between what the schedule produced and what was collected is where most groups are losing money without seeing it
NP sources
2 attributed today, typically
most groups can attribute a fraction of what they run; instrumentation comes before any spend decision
Patient acquisition cost
Derived, with the arithmetic shown
nobody credible publishes this number, so we build it from your marketing spend and your real new-patient count
Site → consult conversion
Measured against your own traffic
the same visitors, a rebuilt intake path — this is usually the cheapest movement available
No-show rate
Read alongside access time
we look at this together with how long a new patient waits to be seen, which is where rising cac usually surfaces
0214Open the General dentistry / DSO file
A
ASSESSMENT
Growth is easy to buy. Profitable growth is the job.

Anyone can fill a schedule if you let them spend. The work is bringing in patients worth more than they cost — and doing it again next year, when every channel costs more. We tell you what that takes before you commit. If we can't agree on it, we part ways.

DDX
DIFFERENTIAL — what else you could do

Keep the agency. They know your account and they'll defend the spend. They also report on the ad account, because that's the only system they've been given access to.

Hire in-house. A marketing director in the building sees things no vendor sees. One person can't run brand, content, search and paid media at the same time.

Use the preferred vendor. The one your sponsor, franchisor or DSO already works with. Fast to stand up, and the reporting already matches the network's pack. It's built for consistency across the network, not for what's constraining your locations.

All three are reasonable. None of them starts by asking whether the growth will be profitable.

P
PLAN — for groups that qualify
  1. Examine baseline vitals. Six weeks. New patients, collections, cost per new patient, where they come from — and the brand and message they came in on. No deck.
  2. Diagnose. One document: what growth will take. The spend, the changes, the order. If we can't agree on it, we part ways here.
  3. Operate. Brand and ICPs first. Then content, search, paid media and the site, in the order the diagnosis set — and kept current, because stale copy is where response decays first.
  4. Measure post-op vitals. Six-week retest against the baseline. Same numbers, same locations, same finance team in the room.
  5. Discharge. A system your team runs. Or we stay on retainer. Your call.
ATTENDING
Admen '26
Schedule Consult →
FORM 247-B · ADMEN GROWTH PARTNERSPAGE 01 / 04 · CONTINUED →

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