PATIENT
MULTI-SPECIALTY MSO · MIDWEST
NAME · ██████████████
ADMITTED
████ ████
DISCHARGED
████ ████
ATTENDING
Admen partners
OUTCOME · ON FILE
One hub domain carrying fifty-one invisible locations rebuilt into a hub-and-spoke architecture where every location earns its own local demand.
Specimen view. This client's compiled numbers stay sealed — by policy, not by mood. The structure below is exact. Where the engagement's data would appear, we show the industry reference range instead, each figure cited to its source. Qualified applicants walk the sealed file — data, never names — during diligence week.
NATURE OF THE ENGAGEMENT
Large MSOs almost always present the same way at intake: a single corporate domain with real authority, and dozens of locations buried underneath it as near-identical template pages. The hub ranks for the brand name and nothing else that matters locally. Location listings are inconsistent — mismatched names, addresses, and phone data across directories — and paid traffic from every market gets dumped on one generic homepage that speaks to no one.
The operation is an architecture rebuild, not a redesign. The hub keeps what it is good at: system-level authority content, service-line depth, payer and specialty information. Each location is then built out as its own local entity — a full page with providers, services, structured data, and a maintained business profile — so it can compete in its own market's map results. Paid media is rebuilt per market and per service line, landing on the location pages, with call and form tracking wired to the location, not the hub.
Measurement is ruthless about attribution at the location level, because a 51-location average hides everything. The chart tracks site-to-lead conversion by channel against the healthcare baseline, cost per lead and per acquired patient, and no-show rate location by location. The diagnostic question the data must answer: which locations are actually growing, and which are being subsidized by the hub's brand traffic.
VITALS — INDUSTRY BASELINE vs ADMEN TARGET
| MEASURE | INDUSTRY | TARGET | Δ |
|---|---|---|---|
| Patient acquisition cost (general / family practice benchmark) 1 | $203–$277 | $85–$115 | −58% |
| Cost per lead (healthcare, blended) 2 | $361 | $150 | −58% |
| Website visitor → lead conversion (health & social care average) 3 | 2.3% | 10.4% | +350% |
| Paid search conversion rate (healthcare) 3 | 1.2% | 5.4% | +350% |
| No-show rate (national medical average) 4 | 5–8% | 2–3% | −68% |
Targets apply Admen's published structural-lift factors to the cited industry baselines. They are planning references, not promises — the examination sets the real numbers.
SOURCES — REFERENCE RANGES
- 1. First Page Sage — Average Patient Acquisition Cost, 2026 Report — General practice patient acquisition cost $203; family practice $277 (2021–2025 anonymized client data)
- 2. First Page Sage — Average Cost Per Lead by Industry (2026) — Healthcare cost per lead: $401 paid, $320 organic, $361 blended (data Jan 2022–Jun 2025)
- 3. Ruler Analytics — Conversion Rate Benchmarks 2026 — Health & social care average website conversion rate 2.3%; paid search 1.2%; email 7.6% (5M+ conversions tracked)
- 4. Curogram — Average Patient No-Show Rate (2025) — National no-show average 5–8% across medical specialties; ~$200 average cost per missed appointment; $150B annual US system cost
FILED BY
Admen '26