Rx 01 — PATIENT ACQUISITION
Patient acquisition for multi-location healthcare groups
CC — PRESENTING COMPLAINT
Demand exists. Capture is the discipline.
Most healthcare paid media is bought like retail — broad, always-on, unread. We buy it like triage: which market, which procedure, which location has capacity this week.
01.1
Paid orchestration — search, social, local
One budget, sequenced across channels by procedure margin and open capacity — not split evenly because the dashboard has three columns.
SIGNAL
Cost per booked consult, by location.
01.2
Demand mapping by market
Search volume, payer mix, competitor saturation, drive-time — read per market before a dollar moves. Some markets deserve zero spend. We say which.
01.3
Brand-search reclamation — you are paying to reach your own patients
Your own name is the cheapest patient you'll ever acquire. We stop competitors and aggregators from taxing it.
SIGNAL
Branded impression share, weekly.
01.4
Local SEO templating across locations
Location pages built from one instrumented template, so rank signals compound across the network instead of fragmenting per site.
SIGNAL
Local-pack coverage, per location.
01.5
Answer-engine and generative optimisation
Patients ask engines whole questions now. We structure the clinical and entity data so the answer engines cite you, not the aggregator.
SIGNAL
AI-answer citations on money queries.
INSTRUMENTS
What we read to know it worked
Every item above carries one instrument, and the instrument is agreed before the work starts rather than selected afterwards from whatever moved.
Cost per booked consult, by location — not per lead, and not per click. Branded impression share, weekly, so reclamation is visible rather than asserted. Local-pack coverage per location, which is a distribution measure and not a ranking report. Citations in AI answers on the queries that actually produce patients. And underneath all of them, the demand curve read against the capacity curve per market, because acquisition that outruns the schedule is a wait-time problem being funded as growth.
None of these is the number the engagement is finally judged on. That number is on the income statement, it is reported monthly, and it is the same one your accountant already reads. These are the leading indicators that tell us which lever moved it, and their job is to be specific enough to be wrong.
COST
What this costs to run
Two costs, kept separate on purpose. Media is yours, it is paid to the platforms, and we do not mark it up or take a share of it — a fee that rises with your spend is a fee with an interest in your spend rising. Our fee is for the work, it is fixed for the period, and it is stated before the work begins.
The size of the media budget is an output of the examination, not an input to the proposal. It is set by what the markets can actually absorb, what the schedule can accommodate, and what the arithmetic says a patient is worth in your business rather than in an industry average. In several diagnoses the honest answer has been that a market deserves no spend at all, and we would rather say that than defend a budget we recommended.
Everything we build stays yours: the accounts, the tags, the data, the templates. At handoff you keep the instrument and our access is revoked.
SEQUENCED WITH — nothing here runs alone
Rx 03 · INTAKE & OPS
We don't scale acquisition into a leaking intake.
Rx 04 · REPORTING
Every dollar reads back to the income statement.
The order comes from the diagnosis, not the org chart — see the five-phase method, or all five categories.
PRESCRIBED BY
Admen '26