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- [00:07]
A
So today we wanted to talk about what I think is probably one of the top three issues we face in our client interactions, which is alignment and expectations and what you can hope to accomplish from your marketing. And the reality of most of the decisions you make around your marketing investment is that every action you take has an equal and opposite reaction somewhere else. So marketing is not about some perfect matrix that gets you everything you want and checks all of the boxes. It's about understanding the trade offs. So on the screen I have this quote from Alex Hormozi and I have it in there as ish, because these words aren't like in the exact order that he said them, but it's something along the lines of every path you choose has pain. Which pain will you choose? So there are tons of things in our business that we run into that I think fit this description. It's not that there's an easy way out or it's a perfect way out. It's every decision we're accepting the trade offs and the pros and cons and we're picking a lane and picking a path. So we're going to talk about a lot of the things that come up from marketing standpoint that I think are a really good layer to understand that overguards all of your marketing strategy decisions. And I think for those of you that are marketing managers and owners, this is going to be a very illuminating presentation and hopefully set of talking points today. So we're going to go through two different scenarios here because these are two patients that I might have chosen or two med spas that chose different paths in terms of their strategies. So practice A, in our scenario, they're seeing lots of new patients. Some of you have been here. If you've worked with marketing agencies that have run things like meta ads and when, when you do this, these are some of the things that we hear. Yeah, I'm seeing lots of new patients, but I'm worried about patient quality. I'm seeing too many discount shoppers. The people aren't spending much. I feel like this isn't generating an roi. So. So if that sounds like you, we're going to explain what you're dealing with there and the pain that you're choosing. Practice B, let's say this is their situation. Yeah, I get it. When we see a client, they're really high quality clients, they're spending a lot of money, but I'm not seeing that many of them. So I feel like the results stink. Like I'm spending a lot of money and I'M not seeing that many patients. I'm concerned about the rate of growth and the speed of growth. I feel like I'm paying too much to acquire a client. So I say these are two extremes that sort of illustrate scenarios that we run into with clients that are spending money on marketing. So there are a bunch of different things practices want their marketing to do. And we're going to talk about choosing your pain and the pros and cons, what's required to achieve this goal in the next slides. And then what are the downsides if you select this route and there's a blend of these things that you can implement in your marketing. But understand the pain that you're choosing so that you can align your marketing investment with your goals. So path one is I want to maximize revenue growth. So this would be our clients that are looking to. I want to be in the best position 12 to 24 months from now. Financially, how does my business make the most money in the next 1, 2, 3 years that it possibly can? Right. Pick your timeline. But that's just an example. Maximizing short term roi. So I want to improve my cash flow situation today. So this is where we talk about things like maybe a coolsculpting package where you have a really high customer acquisition cost but you have large ticket purchases like big sales with low cost of goods. That may be a way to maximize short term roi. You want a balance of revenue growth and short term roi, so you're mixing ads that check both of those boxes. I would say. Lauren, tell me if I'm wrong. Just in a. In a short summary of the three points, our preferred method for most practices is how do you figure out some things that have high acquisition costs that give you short term ROI to incorporate into your advertising mix? And also what are you doing today that's planting seeds to put you in the best position 12 to 24 months from now. That sound about right?
- [03:46]
B
Yeah, absolutely.
- [03:48]
A
Number four, optimize for at bat. So hey, I just need butts in the seats. I want volume of leads. So there are certain strategies that you're going to lean into if your goal is butts in the seats. But that has their downsides to just over optimizing for butts in the seat. So if you're just kind of trying to optimize for volume of business, there's a downside to that too. And there's an upside. Number five would be optimizing for patient quality. I think this is one we hear a lot. Hey, I, I'm worried about the quality of the patients that I'm seeing for my ads, especially if you're using some sort of a promo, a discount or a new patient special. And you can do that. But again, we're going to go through what is the downside of optimizing for patient quality. So let's go through some of this. Hopefully this gives you a a lot of clarity in how you can pick your lane and align your marketing with your business growth goals. This episode is brought to you by MedSpa Magic Marketing, my agency. We help med spas and aesthetics practices grow with more effective marketing strategies. And I know that's a vague phrase, right? That's a vague claim. So I have an offer for you. I offer this to any new prospects if you're interested in exploring any of them, another marketing option, a new agency, or just getting into Facebook, Instagram, Google Ads for the first time. I'd love to show you why we're different, what we're doing for clients. And we can do that via a one and a half hour planning session where I'll outline a specific marketing plan and I'll give you all of the blue blueprints that we would implement if we were to do business together. Now you can take that, use that on your own, hire someone else to help you execute it or work with us. We really don't hold anything back on that strategy call. And I think you'll have a lot of confidence in how you manage your marketing investment moving forward, understanding some of the nuances that can help you implement more effective marketing strategies for your business. So if you want to do that, you can go to medspamagicmarketing.com so the first one is maximizing revenue growth. If the goal is maximizing revenue growth, I think that what we've seen are the requirements for success on this is you do need to simultaneously optimize for number of at bats. It's hard to do this long term without volume because if you're seeing a bunch of patients that spend a lot of or, sorry, if you're seeing a small amount of patients that spend a lot of money, you don't have an opportunity for long term recurring revenue because the volume's not there, right? If, if 12 months from now or 24 months from now, you want as many returning Botox clients as you possibly can have, then you're going to have to optimize upfront for butts and seats to give you the largest possible catch rate. So when we say catch rate, it's going to be the absolute number of patients that are good quality, patients that are left over at the end of the day. So that's something that I think you want to do if you're trying to optimize for maximum revenue growth is just if I'm going to spend money, I might see ten new clients for every thousand bucks. And maybe only five of them are good quality clients. But that's five. Five good quality clients left over. Where strategy B, where you're just optimizing for patient quality upfront, might only give you three to start with. So I think that really is important if we're looking for the maximum financial revenue growth path that we do those things. And that's going to mean figuring out a strategic way to achieve low customer acquisition cost, healthy initial visit revenue for services that naturally lead to retention. Important caveat there is you can optimize for CAC and do so at the expense of retention and initial visit revenue. So all three of those things in tandem have to be optimized for. Lauren, I think we see this with the facial ad. So can you talk about like the $29 facial ad and how that would. That would do a good job of optimizing for cac, but it might not be the best in terms of like baseline retention or even initial visit revenue.
- [07:23]
B
Yeah, absolutely. So one of the biggest promos you hear us talk about a lot, that's quick butts and seats. It's our best button seats from. We talk about is the $25 or $29 facial ad. So essentially it's an express facial. 30 minutes come in $25 or $29. Essentially we're paying really, really cheap customer acquisition costs to get as many people through the door as possible, but at the expense of expecting we're probably not going to retain a whole lot of those clients, but it's giving us a ton at bats or butts and seats to then get us to that growth or to that point. So this is kind of where it comes into having the strategic conversation of how good is your team gonna do once those people come in? Because if you are structuring for revenue growth somewhere down the line and you're getting these people in, but you're not effectively rebooking or trying to retain them, it's essentially going to get you nowhere. So it's almost not worth it at all in the short term time I have a client, this kind of plays into where it feels like we're having a lot of back and forth where they want to get to 300k revenue as soon as possible, but they want really high quality patients and they don't necessarily want to push injectables too much. So it's a big challenge of, well, we know how to get you to that goal, but you kind of have to be willing to shift around the strategy and the next steps to get to that goal.
- [08:38]
A
Yeah, yeah. Again, it's picking your pain. So like in this case, I think maximizing revenue growth. Lauren mentioned that facial example. It's going to get you really low customer acquisition cost, but you're going to have to do a lot more work to see the retention number. So what we see if we were simplifying this, what are the services that achieve a healthy low cost of a customer acquisition, reasonable initial visit revenue so you're not losing money on the first visit ideally and naturally lead to good retention. Injectables.
- [09:07]
B
Yeah, that's the other challenge facial promo is. Facials aren't inherently a sticky service. It's not necessarily the thing you leave and 30 days later you realize that you haven't had one in a while. Some might, but most aren't going to. Which with Botox you get it three months later your wrinkles come back. So it's a easy reminder that you need to go back somewhere and get it done. So that's where that stickiness aspect comes into.
- [09:29]
A
Yeah. So I think anytime we're plugging this into the R ROI calculator again, we have a free copy of that if you want it that you can just email us, support MedSpa magicmarketing.com and download the ROI calculator and play with some of the trade offs that you're making when you make these decisions, we walk you through how to use that. But yeah, injectables, I think if you're looking at maximum revenue growth because it's a recurring revenue model. We just had Ben Hernandez on the podcast from Skytail Group in a recent episode and he talked about a healthy practice. Most people that are investing or purchasing a business, they want to see 50 to 60% injectables because that is your recurring revenue model. That's your cash cow. That's the lifeblood of your med spot in many, many cases. So Lauren, you had something to add to that.
- [10:08]
B
I was just gonna say the other thing that's nice about injectables too is not that it's just sticky, but it's also an easily cross sold service.
- [10:15]
A
So.
- [10:15]
B
So it's easy for somebody who comes in for Botox. You can then cross sell them into filler or Sculptra or into other things. Even if you have wellness, it's a lot easier to get those people interested in wellness services. It's harder to go from somebody coming in for a facial or a wellness to go all the way to a Botox or an injectable. So those are kind of the nice starting point to then get you to other places. The next one we're going to talk about is going to be coolsculpting or M Sculpt things like body sculpting machines. Those are also hard to cross sell back into the injectable side. It's much easier, like we say, to go from injectables to kind of anything else. It's the gateway drug.
- [10:49]
A
Yeah, I know injectables aren't exciting because you don't have a massive splash of initial visit revenue. But like it, it naturally leads itself to retention. You're already doing the most invasive thing that you do. You're sticking a needle in someone's face. Those people, like Lauren said, are going to be the most likely to buy other services from you and to cross sell into some of your more expensive service packages. The cons of this strategy so again the requirement, if you're trying to optimize for long like where am I going to be? How do I put myself in the best position 24 months from now? It's you do need to optimize for at bat via highly attractive new patient special offers. With that, you're optimizing for catch rate. So we're going to need the largest number of absolute in terms of absolute volume of good quality clients that stick around at the end of the day knowing we had to sift through some junk. And we need to optimize those offers for good customer acquisition cost, good initial visit revenue and services that naturally lead to retention. The cons are you're going to deal with discount shoppers and a lower overall percentage retention rate. So even though you saw 10 clients and there's five left over, that means you only had a 50% retention rate. That can be a point of frustration even though you're seeing the largest number of clients still left over. At the end of that equation, there are people that would rather spend a thousand dollars and only see three new good new clients that are all going to be retained. So again, just financially we think this is the best strategy. But you are going to deal with some discount shoppers and a lower overall retention percentage than you see when you have like a word of mouth client. Of course, frustrations with patient Quality from your providers can be an issue. And lower average initial visit revenues because you're going to have some people come in. When you do a consult for somebody that just came in and found you off Google reviews, that's going to be on average probably a higher initial visit revenue than the people that come in because you did a 20 unit 179 Botox promo. Now you're still going to have maybe half of those people spend a good amount of money, but half of them might come in and only buy the promo or slightly above. So know that that's going to be something that just happens and that's choosing your pain with maximizing revenue growth, maximizing short term roi. My favorite example, I talked to these guys in New Jersey. They do CoolSculpting ads exclusively. They spend $40,000 a month on CoolSculpting ads. They generate $200,000 plus in revenue and they do that every single month. I would say that is the ultimate example of maximizing short term ROI via your marketing dollars that requires high ticket packages with low cost of goods. So things that are expensive with good margins, you have to be willing to pay a pretty high customer acquisition cost and you still need to position the high ticket offer as attractive. So that's the requirement to make the strategy work to capture short term roi. Lauren, some real life examples of what we see in terms of offers, promos and services that would fit the bill of maximizing short term roi.
- [13:32]
B
Yeah, I would say our best one is Emsculpt by far. So body sculpting. Coolsculpting for us has been a little bit trickier. It doesn't necessarily work as well as the one that we've heard sometimes or talk about, but M Sculpt definitely works the best. Typically right around a 50% off six session package. We can't necessarily advertise pricing on those specifically, but we can do a percentage discount and those usually work really really well. Like, like Ricky said, very low cost of goods but it's also very high ticket. So that initial package purchase is usually somewhere around 3,000 or $3,500. We usually pay around 800 in customer acquisition cost. So it's very quick return on ad spend. Simple. You're seeing less patience throughout the month, but they're spending a whole lot more on a low cost, a low cost of goods service. So emsculpt is definitely a huge one. Coolsculpting would probably be behind that. Um, some other ones that we hear a lot of questions about that kind of sound like they Fit into this are things like laser hair removal and microneedling. Both of those are also really low cost of goods. Those, however, in the ad space don't necessarily work as well because there isn't so much of a margin that makes a whole lot of sense with your return on ad spend. Like you see with a coolsculpt or an emsculpt with a microneedling. For example, if you sell one session at $900, you, your customer acquisition cost could be $700 somewhere around there because you're not being the cheapest, if that makes sense. Um, so with those ones that are more challenging sells, you have to still position the high ticket offer as very attractive. So if we want to sell a micro needling or a laser hair removal, we have to do things that are attractive to get people in the door. So sell that first session maybe for 199 or sell your first laser hair mobile session for 29 like we've talked about, or even for free to get people in the door to test those things. Those, those are ways we can still optimize customer acquisition costs to leave us enough buffer to make the return on ad spend worth it.
- [15:26]
A
Yeah, and I think we've heard other people talk about like combo offers with like you do some sort of proprietary name of like a service package and you bundle two or three of your services together. I think they can work. I think we've, we've, we've not necessarily cracked the code on that from our experience like, like bundling, like injectables plus a laser plus this. And I think it can be hard because if people really peel back the curtain and you're transparent around what you're doing, they might want one or two of those things, but they don't want all of them. And unless the offer is extremely attractive via like a crazy price point, it's not going to be as lucrative. And that doesn't really check the box. Regardless, if we're trying to maximize short term roi, we need there to be a large gap between our cost of customer acquisition and the gross margin on the initial visit. So high ticket, low cost of goods relative to initial cost of customer acquisition. Lauren mentioned for msculpt, selling a $3,500 package, but spending 800 or $1,000 to acquire that client. Think about what that means. For every $5,000 you spend, you're now only seeing six clients. Whereas with injectables, for every $5,000 you spend,. You might have seen 40 clients. So it's going to be a massive difference in patient volume, but you're collecting a better margin upfront. You're actually more profitable the first second month you do this, but it plateaus because there's not. Especially with those types of services. Sometimes they don't naturally lend themselves to really good retention numbers. So it's going to not be the best long term growth path. For that reason, you don't have as much volume to spur on the recurring revenue part of the model. The cons of this slower long term growth? You're paying a really high customer acquisition cost. Hey there. Wanted to briefly interrupt the episode to make a quick ask. If you're a podcast listener, it would mean the world world to us if you leave a review for the podcast, whether that's on itunes or Spotify. It's something I hadn't really remembered or thought of asking for, but it does help us show up more frequently so that we can reach more people with the information that we're providing. So it mean the world to us. If you'd leave a review on itunes or Spotify, if you're listening on audio, if you're watching on YouTube, make sure to hit the subscribe button so you're in the loop for future videos and you don't miss any of the content that we're putting out. We talked about the balanced approach. I think this is our preferred method for most practices. How do we incorporate some things in the ads, mix that cash flow immediately and create positive ROI while also building to the future so that we're in the best position building our client database for 24 months from now. It's definitely a business of volume. Like you are not going to be a successful med spa if you have 15 really high paying clients. You would be much better off having a thousand clients that buy a moderate amount of services and come back to you three times a year. So that volume is important. But I think the matrix of the two strategies that we just outlined is really preferable. Tying into that, let's say you come into the conversation with your marketing partner or you're managing your marketing internally and you say okay, I just want to optimize for butts and seats. I want at bats because my team is like Lauren said, they're going to be phenomenal. I've heard clients say this. I'm sure we've heard. We've heard this a bunch. Lauren. Hey, if you just put them in the seat, our team is amazing. We're going to cross sell them, we're going to upsell them. First of all, make sure that's true. I think a lot of people think that that's true. But if you're dealing with a hot lead that's already ready to buy, you can look like a genius salesperson. Are you really a genius salesperson? If someone comes in for a $29 facial, can you sell them into your weight loss program? Like, that's a whole other challenge. So make sure that you really are dialed in there. And that's actually true. But the things that are required here to optimize if you, if your goal is just butts and seats and that's what you're shooting for, you need low ticket, highly attractive offers. So how aggressive can you be with the price point almost treating these things as a loss leader? Lauren mentioned this $29 facial. I think that's a really interesting example because one of the things we found is that when people try to they dip their toe in the water on discounting, they'll run an ad for a facial at like $99 or $89, and they'll end up paying $100 in customer acquisition cost. So they're losing $10 on the initial visit and they're seeing far fewer patients. The client that we saw that did like the 25, $29 facial, the Times that we've tried this, we've had clients get their customer acquisition cost under the cost of the facial. So if you're going to pay $90 to acquire a $90 facial client, you might as well pay $29 to acquire a $29 facial client because your margin is still the same. It's zero. But now you're seeing triple the number of patients. So if the goal is I just want opportunities to create perception through experience so that I can cross sell and upsell people into my other packages and kind of have an anchor in the relationship, then you do want to lean into that strategy of crazy low ticket, attractive offers. Low ticket is important I think here because like Lauren said, you can run a great price on emsculpting, but it's still $3,000 for a package. So you're inherently not going to have a high response rate on high ticket services. If you want volume, you need to go low ticket with highly attractive offers. Lauren, thoughts on that?
- [20:16]
B
Yeah, I think the other challenge here too is you have to watch what your competition is doing too, if you really want being low ticket to be successful. I have a practice, for example, who is very set on their Botox will not be cheaper than $10 a unit for any sort of promo. And that worked really, really well for a long time. We got their customer acquisition cost down under a hundred dollars. It was really successful. Then three med spas open just within like a 5 mile radius around them, each offering $8 unit Botox and and immediately cost of customer acquisition like skyrocketed to 300 plus dollars. So you still have to be not only cheap and competitive, but the most competitive if you really want the numbers to make sense in terms of getting the cheapest customer acquisition costs and the most butts in seats.
- [21:00]
A
Yeah, you have to have best deal in town if you're going for at bats. And whether that's your Botox offer again, you're treating this as like the Costco rotisserie chicken example. This is your loss leader and it's icing on the cake if you can break even on these. But if you're trying to optimize for butts and seats and you need low ticket crazy good offers and you need to be willing to sift through the quote dirt to find the gold, that's the reality here. You're accepting that maybe 80% of these people with something like a $29 facial offer are just coming in for a good deal on a facial and are not going to be retained. But if 20% of them are good quality clients and your cost of customer acquisition is $10, then you're still going to be in a really, really good position with the effective customer acquisition cost on the retained clients. Right. So you can kind of do the math there and play around with that in the ROI calculator. But that's the underlying concept of play is it can still be financially advantageous to sift through the dirt to find the gold in terms of your patient list as you bring people in for the strategy.
- [21:55]
B
We do a lot of this with injectables specifically to like a disport for example. That's a really low customer acquisition cost service that is still an injectable and also leads itself to retention, especially when you have solid providers. But that's a big one to keep in mind too. Customer acquisition costs might be way higher than it is on these $29 facials, not dollars. Maybe it's a hundred, but when we look at volume coming in even there, if we only retain 50% of them, customer acquisition cost is still under $200 effective on those good quality patients. So it ends up being really profitable in the long run. Once these people are rebooking and returning, just in the interim, it's getting the people in and having that good deal Yeah.
- [22:38]
A
I want to pause for a second and talk about this effective customer acquisition cost number a little bit. Like Lauren just said, if you pay $100 to get a new dysport client through the door and only 50% of them are sticky good clients, then what we would say is your effective customer acquisition cost is double. Right. It's going to be, it's going to go from 100 to 200 to get a client that still is usually for more financially advantageous than just trying to win upfront on reputation and paying 300, $400 to acquire the client, you're still ahead of the game. So that's what we mean when we say optimizing for the largest number of absolute clients left over at the end of the day, that's that effective customer acquisition cost number. All right. The pain that you're choosing if you, if you decide I want to optimize for at bats and butts in the seats is the goal of my marketing, it may not tie into retention easily. So you're going to have to be really, really, really good at upselling and cross selling. You're going to inevitably deal with some provider frustration on this. Right. Especially if you don't prime your providers to realize these people are coming in for a $29 facial. There can be issues with your compensation model if you're paying your estheticians like a percentage of services and then also the time required to serve the non retained clients to you spending a lot of time sifting through the dirt to find the gold. That's another cost consideration. So that's the pain that you're choosing if you go for the optimizing for at bats route.
- [23:51]
B
Ricky, can we go back to that one for just a second?
- [23:53]
A
Yeah.
- [23:54]
B
I want to ask you a question as if I'm a med spa and see how you would answer it for me. So if I'm a med spa owner and I have a pretty solid team, we have a pretty solid patient volume so far. And I'm starting marketing and I really want to grow, I want to get this thing tons of revenue, tons of new patients, things like that. This doesn't sound like it would be the most exciting idea for me to play into, but why would it make sense for my med spa to play into this idea and to optimize for at bats and butts and seats.
- [24:22]
A
Yeah. So Lauren's talking about the situational element here. If you're like, I think the first time we ever tried that 29 facial or the 25 facial, it was a New esthetician that was full time and had nobody on the books. Great time to pull the lever on this strategy because that person's either sitting there with nothing to do or they're getting the opportunity to cross sell and upsell some people by getting butts in the seats. If you're an established practice with limited availability, you do have the opportunity cost that you have to face of dealing with the time required to sift through the dirt. And the strategy might not make sense. So be careful of what you wish for. If you're an established practice looking to fill some slots, you might say you want butts in the seats, but you don't want butts in the seats at all costs. So you want to find a balance there like Lauren said. Or maybe you are doing something on the injectable side. You're finding an offer that does have maybe a more moderate customer acquisition cost of $150 or so. Lauren, we have a client in San Diego that I think is doing this right now. She's kind of accepted kind of on the next screen that she understands the underlying concept, but she's a solo provider and she doesn't really want to sift through the dirt to find the gold. So she's made the decision to pay more in acquisition cost. And again, it's all of these things happen on a sliding scale. It's not black or white. So you can go all the way from the $29 facial, which is going to give you a ton of butts in the seats, incredibly low customer acquisition cost. But you're choosing your pain in terms of sifting through the dirt, having to do a good job of cross selling, dealing with low average initial visit revenue. That's one extreme. Then you go all the way to the other extreme, which is running like a reputation based ad, which is I don't want to discount and promo promo at all. I just want people to choose me because they want to do business with me. And what you're accepting there is a much higher customer acquisition cost because you're going to have better patient quality and those people stick with there. You're not going to deal with provider frustration. There's a huge ocean in between those two things. And I think that's the art of making good marketing decisions is figuring out where you want to drop draw your pen on the map. Is that what kind of what you were thinking? Lauren too?
- [26:17]
B
Yeah. Thank you.
- [26:19]
A
Okay, so the last one is, and we hear this one all the time, but you have to understand the pain that you're choosing with this one because there is, and this is, I think, one of our biggest frustrations. I think you have so many consultants in the space who speak in theory and they're not looking at the data around the marketing investment, in my experience. And this is a point of frustration for us, because if somebody tells you that we're going to implement a marketing system that gets you high quality patients willing to pay a premium, you have to understand you're doing that at a cost and you are choosing your pain somewhere else. So that pain is slower growth projections, fewer clients in terms of volume and accepting generally very high customer acquisition costs. That's been our experience. So you are still choosing your pain when you do this. There's not any sort of scenario where you just get the best of both worlds and there's no downside. Every time you pick one option, you're dealing with some pros and cons and, and same with the alternative. So to optimize for patient quality, what is required? First of all, I would say the predicate is you actually have to have the ability to win on reputation alone. Like, do you actually have the goods? Are you one of the most reputable practices in town? Do you have a compelling backstory? Do you have good reviews? Can you tell a compelling marketing story as to why people should choose to do business with you based on your reputation alone or reputation with minimal discount? You have to be really great at the consult here because patient experience is going to be at a premium. If you're paying a lot to get people in the door and the service is lackluster, they're going to leave anyways. So now you just paid high customer acquisition cost for clients that aren't going to stick around like the whole thing will fall apart. But here you have to be willing to accept slower growth projections. If you're optimizing for patient quality, you're going to pay more to acquire the clients. And that means inevitably you don't have the volume that's going to support good recurring revenue 12 to 24 months from now. If you want as many people as possible coming in for their next Botox appointment two years from now, then this strategy is not going to do that. This is not the most financially lucrative long term strategy. You have to accept that you're paying high customer acquisition cost. And the benefit of that is you don't deal with the frustrations of discount shoppers. You don't have to sift through the dirt. You are protecting the experience of your provider. So they're only Seeing clients that are primed and ready to buy and aren't going to haggle about price, you're not going to have to do as much legwork to retain these clients because they already chose you from the get go for your reputation. But again, and another benefit is you'll have higher initial visit revenue. So there are reasons to do this. But understand the trade off that you're making. I think all available evidence we have is if you just decide to lean 100% into optimizing for patient quality upfront, you are doing so at the expense of your growth and your best case financial projections over the course of the next short term too. Like even in the short term, this creates more of a cash flow pinch of your advertising, usually using the strategy and it slows your long term growth projection down. Anything to add to that, Lauren? I think that's the reality of the pain that you're choosing when you optimize for patient quality.
- [29:11]
B
Yeah, I think that's perfect.
- [29:13]
A
Yeah. So, so long story short, with all of this we you don't get the best of both worlds. In almost any of these cases, you really are picking your pain. You're figuring out what are the pros and cons of each of these strategies and how do you find the right blend that's right for your practice, your growth goals and your providers. And, and ultimately that's your decision. You need to talk to your marketing provider or your marketing team about what you're trying to accomplish and make sure that you're aligned on these things so that you're shooting for, you're aiming in the same direction. If a marketing agency is telling you like we're just trying to get butts in the seats and you're frustrated because you actually just want to improve patient patient quality of your marketing efforts. Like you're not going to be in alignment, you're going to have issues. Same with your internal marketing team. So if you need help with any of this, you can go to our website, Medspamagicmarketing.com we offer free consultation consultations and strategy sessions that are 90 minutes long. We reserve those for practices that are doing at least, you know, 75, 50, $75,000 in revenue because you need to be able to afford to consistently invest in advertising to do that. So if that's you though, you can go to Medspamagicmarketing.com and schedule a free strategy session. Thanks and we'll see you on the next one. Thanks everyone for tuning in. This podcast is a production of Med Spa Magic Marketing if your med spa or aesthetic practice is in need of digital marketing services, help with advertising on Facebook, Instagram, Google lead generation and booking more appointments, please visit Medspamagicmarketing.com.