Healthcare marketing for twelve kinds of multi-location group

A single location with no competitor worth naming. If the market already hands you the patient, there is nothing for marketing to win, and we would be billing you to prove it.

Groups whose growth problem is a capacity problem. If every chair is full and the schedule is booked out four weeks, more demand is a longer wait reported as growth. A second site or a third provider is the answer, and neither is something we sell.

Markets where marketing is a rounding error. Some businesses are won on payer contracts, referral politics or real estate. We would rather forfeit the fee than spend your budget on a lever that does not move.

The terms of an engagement — the examination, the quarterly recommitment, the sealed client list, and what disqualifies an application — are on /apply/.

Pick by the P&L, not by the sign over the door. A group that runs orthodontics, oral surgery and paediatric dentistry belongs on the specialty dental page even though it is three specialties, because it is one income statement with one set of constraints. A dermatology group carrying both a Mohs line and an injectables line belongs on dermatology, not on aesthetics, because those two lines are argued over inside the same budget meeting.

If a sponsor holds the equity and the question in the room is same-store growth against unit count, read the platform page first, whatever the specialty is — the diagnosis follows the ownership structure more closely than it follows the clinical work.

If two pages both look like you, read both. They differ in what gets measured, and the measurement set is the fastest way to find out which one describes your business. If none of them does, say so on the application; the wrong page is not a disqualification.