What this guide covers
What you’ll be able to do
- Read the complete eight-week progression
- Keep potential receivables distinct from cash
- Connect the historical account to useful buying questions
This is an attributed historical client account. It illustrates why the stages of a journey should be distinguished; it is not a target or forecast for another practice.
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Chapter 01
The owner’s starting point
In the 2017 interview, Dr. Dan describes practising in Frankfort, Illinois, while also running Close for Chiro. He was looking for help building Facebook marketing and wanted someone who understood the connection between marketing and the conversations that follow.
- 01
Start with his account
Read the interview as Dr. Dan’s description of his own practice and decision in 2017. Keep the original setting and speaker attached to the story.
- 02
Notice how he checked
He describes recognising a colleague in a testimonial, asking that colleague about the experience and then speaking with Hayden. Those are distinct steps in his decision.
- 03
Separate then from now
The account explains a historical choice. Ask about current scope and evidence separately rather than assuming every detail describes today’s engagement.
He recounts seeing a PowerSURGE testimonial featuring Dr. Adam, a colleague he knew. He asked that colleague about the experience, then called Hayden. This is Dr. Dan’s own account of his buying decision: a relevant introduction, a trusted conversation and a decision to get help. It is not a reconstructed patient journey.
See it in action
See what the numbers actually count.
These concepts were not Dr. Dan's historical campaign.
Follow inquiries, bookings, attendance and care decisions separately.
Use Dr. Dan's source for the historical results.
Sample creative. Fictional practices; no client results implied.
Examples & steps
Notice how the buying decision became easier
Dr. Dan’s account contains a useful sequence: recognition, verification and conversation. He recognised a colleague in a testimonial, checked the experience with that colleague and then spoke with Hayden. Each step answered a different question.
Recognition made the introduction relevant. Verification gave him a way to ask about the experience outside the advertisement. The direct conversation let him explore the fit for his own situation. This is a practical example of communication helping an owner move from attention to a more informed decision.
For a practice, the comparable design question is not “How do we make every visitor trust us immediately?” It is “What useful information can someone find as they learn about us?” A clear doctor introduction, an accurate explanation of the first visit and an accessible question route can serve different parts of that process.
PowerSURGE’s method joins those encounters. The creative introduces a reason to care; the destination provides substance; the next step creates a route into a real conversation. Dr. Dan’s buying story makes that sequence tangible without reducing it to a single clever advertisement.
| Step in his account | Question it helped address | Design question for your own communication |
|---|---|---|
| Recognised Dr. Adam in a testimonial | Is this relevant to someone I know? | Does the introduction make the practice and its value recognisable? |
| Asked the colleague about the experience | What was it actually like? | Can people find specific, credible information? |
| Spoke with Hayden | How could this fit my situation? | Is there a clear route to a useful conversation? |
Chapter 02
What he reported over eight weeks
At 4:52–5:33, Dr. Dan describes an internal audit of the Facebook activity PowerSURGE had built for him. He separates the people who expressed interest from those who booked, arrived and chose care. Keep those stages together when reading or sharing the result.
- 01
Keep all four stages
The report contains 79 opt-ins, 38 scheduled appointments, 28 attended visits and 25 people choosing care. Retain each label rather than collapsing the total into one result.
- 02
Keep the eight weeks
These are the stages Dr. Dan reports for an eight-week period. Do not present them as one week, one month or a forecast for the next practice.
- 03
Calculate with clear labels
Derived percentages are arithmetic from the reported counts. They do not independently verify the underlying records or explain what caused each transition.
He reports these as separate stages, not as interchangeable definitions of a new patient. The distinction lets a reader see where people progressed and where the practice would need more information to understand the remaining gap.
Examples & steps
Use the progression as a diagnostic map
The four reported stages help an owner see where different work happens. Opting in is an expression of interest. Scheduling requires a practical arrangement. Attendance requires the person to arrive at the agreed visit. Choosing care follows the in-practice conversation. Each transition deserves its own definition and owner.
The gaps are questions to investigate, not verdicts about the people in them. The difference between opt-ins and scheduled appointments may include people not reached, people still deciding, unsuitable times or people who chose not to proceed. The interview’s count alone does not identify those reasons. A modern operating record should make them easier to understand.
Likewise, the difference between scheduled and attended should prompt a review of status and timing before an assumption about motivation. Were visits still upcoming at the snapshot? Were they rescheduled? Were they cancelled? Clear event records protect the team from drawing the wrong conclusion.
The useful discipline is to keep the headline and the operational questions together. The progression makes the opportunity visible; the questions identify the work needed to understand and improve your own system.
| Reported transition | Derived arithmetic | Useful investigation |
|---|---|---|
| 79 opt-ins to 38 scheduled | 38 ÷ 79 ≈ 48.1%; difference 41 | Which enquiry statuses explain the gap? |
| 38 scheduled to 28 attended | 28 ÷ 38 ≈ 73.7%; difference 10 | Which appointment statuses and dates apply? |
| 28 attended to 25 choosing care | 25 ÷ 28 ≈ 89.3%; difference 3 | How does the practice record the person’s decision? |
| 79 opt-ins to 25 choosing care | 25 ÷ 79 ≈ 31.6% overall | Can the same people be followed through the complete journey? |
Chapter 03
What connected the stages
Dr. Dan specifically praises the automated scheduler as an easy next step. The practice then carried the process into the office. His own background in first-visit conversations is part of the context; the interview does not isolate the effect of one advertisement from every other contribution.
- 01
Notice the scheduling step
He specifically describes the scheduler as useful in moving an opt-in toward an appointment. This supports the role of a clear next step in his reported experience.
- 02
Keep the practice contribution
The visit and care conversation occurred inside his practice. His own background and the team’s work are relevant context when interpreting the progression.
- 03
Include useful information
His later discussion goes beyond the offer to helpful content and a recognisable expert identity. Keep that part of the account alongside the scheduling detail.
Later, at 9:15–9:48, he discusses useful information and becoming recognised for expertise alongside the offer. That is an important part of his experience of the work. The account contains both a route into an appointment and a broader effort to help people understand the doctor.
See it in action
Follow the work between the stages.
Use this page concept to explore the visitor journey.
Potential receivables are different from collected cash.
Examples & steps
Separate the components so you can join them well
The account points to several kinds of work: an introduction that generated interest, a scheduler that made the next step accessible, the practice’s own visit and care conversation, and useful content that helped establish the doctor’s expertise. Those components have different purposes.
An effective operating arrangement makes the joins explicit. The advertisement and destination should describe the same invitation. The scheduling route should fit the practice’s actual availability. The team should know what the person has already seen. The doctor’s conversation should begin with an accurate understanding of the person’s context.
Use this as a scope map when planning current work. Ask who creates the explanation, who maintains the destination, who handles unresolved enquiries and who records the outcome. The answer should be specific enough that an ordinary exception does not disappear between the practice and provider.
This is where experience has practical value. Strong marketing is not only the ability to produce an asset. It is the judgment to connect the asset, the response and the practice experience so the next step remains clear.
| Component | Primary job | Handoff to inspect |
|---|---|---|
| Introduction | Make the invitation relevant | Does the destination continue the same message? |
| Useful explanation | Help people understand the doctor and process | Are practical questions answered before the next step? |
| Scheduling | Make an appropriate time accessible | Does the practice receive accurate appointment information? |
| Practice experience | Carry the conversation into the office | Are expectations and records clear? |
| Review | Learn from the complete progression | Does an observation become an owned action? |
Chapter 04
The $150,000 figure was potential receivables
The financial conversation at 6:07–6:54 uses 25 care starts and an illustrative $6,000 case value: 25 × $6,000 = $150,000. Dr. Dan explicitly says that amount had not been collected. It should therefore be described as potential receivables, not cash revenue collected in eight weeks.
- 01
Keep the calculation visible
The discussion uses 25 care starts multiplied by a rounded $6,000 case value to describe $150,000 of potential receivables. That is the stated arithmetic.
- 02
Keep his qualification beside it
Dr. Dan explicitly says the money had not been collected. The qualification belongs with the number wherever the historical account is summarised.
- 03
Leave unsupported returns unstated
The interview does not provide a reconciled ledger of costs and collected cash. Do not derive net profit or a complete ROI multiple from the potential value alone.
The interview does not supply a fully reconciled cost-and-collection ledger. It cannot establish net profit or a complete return-on-investment multiple. The distinction does not erase the reported progression into care; it makes the financial meaning accurate.
Examples & steps
Keep the opportunity model and the collection record side by side
The $150,000 discussion is useful when it is read as the opportunity model described in the interview. The arithmetic uses 25 people choosing care and a $6,000 value. Dr. Dan explicitly distinguishes that potential receivable from money collected.
For an owner, the practical next step is to build two views. The opportunity view shows the assumptions attached to a defined group. The collection view shows what the practice actually receives over time. These views can inform each other without being collapsed into one number.
Add costs in their own fields. Media, provider fees and any other costs included in the decision should be identified rather than inferred. A reader cannot calculate a complete return from this interview because that cost-and-collection ledger is not supplied. Your own records can be designed to answer the question properly.
This distinction makes the growth conversation stronger. The practice can see the scale of an opportunity while still managing cash, timing and capacity with the right information.
| View | What belongs in it | What to leave separate |
|---|---|---|
| Historical opportunity discussed | 25 × $6,000 = $150,000 potential receivables | Do not label it collected cash |
| Your practice’s opportunity model | Your own group, value assumptions and dates | Do not import the historical value as a default |
| Your collection record | Cash received for the defined group and period | Do not substitute expected value |
| Your cost record | The costs included in the decision | Do not hide missing costs in an ROI headline |
| Your operating decision | What the combined evidence supports | Do not treat a scenario as a guaranteed result |
Chapter 05
What this account can help you ask
This case gives a prospective practice owner useful questions: can people understand the invitation, can they arrange a time easily, and what happens once they arrive? It also shows why an owner may value both implementation and useful content rather than buying ad placement alone.
- 01
Ask about your own journey
Inspect how someone moves from an inquiry to a suitable time, then into a prepared first visit. Use the account to find questions, not to import its numbers.
- 02
Ask about ownership
Clarify who creates useful explanations, who answers practical questions and who receives the person in the office. A clear scope joins those responsibilities.
- 03
Ask about evidence
Request current reporting definitions and an appropriate observation period. Keep historical experience, present scope and expected outcomes as separate parts of the decision.
Those are questions to bring to your own situation. The counts remain Dr. Dan’s historical report, not independently reconciled records presented here and not expected results for another community, offer or practice. Current scope and current performance require their own evidence.
See it in action
Keep potential value separate from cash.
Read the original dates, stages and definitions together.
Examples & steps
Turn the case into a stronger planning conversation
The best question to take from this case is how your own system will connect the stages. If you attract interest, what helps the person understand the practice? If they want a visit, how do they find a suitable next step? If the team receives the enquiry, what information and responsibility arrive with it?
Bring your current process to the conversation. A provider can give more useful guidance when the practice can describe its capacity, response coverage, first-visit information and existing records. You do not need perfect data to begin; you do need a clear view of what is known and what needs checking.
Ask for a shared measurement plan. Define the events, the group being followed and the review period. Agree who updates each stage and who investigates missing information. This makes reporting a working tool rather than a retrospective argument about which number counts.
Then choose one first improvement. It may be the destination, scheduling route, response ownership or stage definitions. The historical account becomes valuable when it sharpens the next decision in the present.
A focused planning opening
Illustrative template · adapt the facts before use
“We can see where interest enters our practice, but we want a clearer path from that interest to an attended visit. Here is our current process: [brief sequence]. Our main constraint appears to be [observed issue]. We want to understand what you would change, what our team would own and how we would review the stages together.”
Put it to work
Audit your own journey using the questions behind Dr. Dan’s account
Keep the historical story intact while building a practical map of your current process.
Create a source-grounded case card
Record the interview, its publication date and the exact eight-week progression in one place. Attach the potential-receivables qualification directly to the financial figure. This card is the reference if the case is discussed in a meeting, proposal or content asset.
The purpose is consistency. A story can become less accurate as it is retold: opt-ins become patients, eight weeks becomes a month, and potential value becomes revenue. A short source card keeps the useful story intact without requiring every reader to reconstruct the interview.
| Case-card field | Accurate entry |
|---|---|
| Source | Dr. Dan interview, published 31 July 2017 |
| Period | Eight weeks |
| Reported progression | 79 opt-ins; 38 scheduled; 28 attended; 25 choosing care |
| Evidence type | Dr. Dan’s historical account of an internal audit |
| Value discussion | 25 × $6,000 = $150,000 potential receivables |
| Financial qualification | Explicitly not collected cash at the time |
| Not established by this account | A reconciled full-cost ROI, net profit or a forecast for another practice |
Draw your current process in words
Write the actual steps from first enquiry to the recorded outcome. Include the less tidy paths: a person asks a question, needs a different time, reschedules, does not respond or chooses not to proceed. These are ordinary parts of the work, not exceptions that can be ignored.
For each step, name the system and the responsible role. Then identify where the record changes. A form submission, a booked appointment and an attended visit should be distinct events. A team should not have to infer attendance from the fact that a booking once existed.
Do a read-only walkthrough with a suitable test record or a de-identified example. Compare what the person sees with what the team sees. The exercise often reveals a missing explanation or a handoff that looked complete in the marketing view but remained unclear inside the practice.
| Step | What the person needs | What the team needs |
|---|---|---|
| Enquiry | A clear acknowledgement and next step | Source, request and owner |
| Question | An accurate answer or appropriate handoff | Context and response responsibility |
| Scheduling | Suitable availability and clear instructions | Appointment event and status |
| Preparation | Accurate practical information | A consistent preparation process |
| Attendance | A coherent arrival experience | Recorded attendance event |
| Next decision | A clear individual conversation | The practice’s appropriate outcome record |
Define the missing-information queue
Choose the stage where the record is least clear. List the statuses needed to understand it. For enquiries, that might include awaiting response, practical question open, suitable time not found, scheduled and closed by the person’s choice. Use definitions that match the practice’s real process.
Assign an owner and a next review trigger to unresolved records. The aim is to keep the next action visible, not to pressure every person toward an appointment. A clear “not proceeding” status can be as operationally useful as a booking because it prevents repeated, inappropriate follow-up.
Review a small sample with the receiving team. Ask whether the statuses describe the work accurately. If staff need a long explanation to choose a status, simplify the definitions or separate the fields. A useful pipeline should make the work easier to understand.
Build an honest economic worksheet
Use your own numbers in the worksheet. Keep the same group attached to the opportunity, collection and cost views where possible, and state when a comparison uses a different period. If the information is not available, mark the field as pending rather than entering a convenient estimate as fact.
The worksheet should support a decision such as whether to improve a handoff, adjust capacity or investigate economics further. It should not exist only to create the largest possible return multiple.
| Field | Your practice entry | Definition to record |
|---|---|---|
| Group and entry period | [Your cohort] | Who is included and when they entered |
| People reaching the defined stage | [Recorded count] | Exact event and snapshot date |
| Potential value assumption | [Your assumption] | Basis, timing and what it includes |
| Collected cash | [Recorded amount] | Collection dates and attribution method |
| Included costs | [Recorded costs] | Media, fees and other selected costs |
| Outstanding information | [Unknowns] | Owner and next check |
| Decision | [Action] | What the evidence supports now |
Choose one improvement and define success
Finish the workshop with a single priority. If the scheduling route is confusing, define the repair and test it. If the team cannot distinguish scheduled from attended, fix the event record. If useful information is missing before the visit, create the explanation and place it where people need it.
Write how you will know the change is functioning. This may begin with a practical test: the link works, the owner receives the request, the appointment status is recorded correctly. Later, the practice can review whether the relevant stage is improving over an appropriate period.
The lasting lesson is the connection between communication and operations. PowerSURGE’s work is most valuable when the message, the next step and the measurement reinforce each other. The case gives that connection a concrete historical example; your audit turns it into present-day work.
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06 / Put it to work
Turn the account into better questions
Read Dr. Dan’s reported stages together, keep potential receivables distinct from cash and use the account to ask better questions about your own system. The historical result is evidence of his reported experience, not your forecast.
Which part deserves a closer look in your practice?
Your next move
Inquiry to appointment
Dr. Dan’s account makes the scheduling step visible. Review your own route after an inquiry, including who answers questions and whether the available times fit the people responding.
- Follow a test inquiry through the current route.
- Check how suitable times are offered.
- Name who owns an inquiry that has not booked.
Put your plan in motion
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Explore my free campaignThe method behind the work.
Continue with the original guides and the source material behind this lesson. Worked examples are teaching illustrations unless explicitly attributed.
Internet Playbook ↗Open the complete original guide.The Internet Playbook ↗The eight-step system joins applied psychology and applied economics, from the first useful encounter to ongoing improvement.Dr. Dan’s original interview ↗Published 31 July 2017. This page paraphrases the original client account and preserves its historical context.How he chose PowerSURGE ↗2:55–4:24: colleague’s testimonial, direct conversation and the decision to work together.The eight-week stages ↗4:52–5:33: 79 opt-ins, 38 scheduled, 28 attended and 25 choosing care.Potential receivables, not collected cash ↗6:07–6:54: the $150,000 arithmetic and the explicit collection distinction.Useful content and expertise ↗9:15–9:48: Dr. Dan’s account of useful information and an expert identity alongside the offer.Sources and context
Dr. Dan: buying decision2:55–4:24: recognition of Dr. Adam, colleague conversation and contact with Hayden.
Dr. Dan: eight-week progression4:52–5:33: 79 opt-ins, 38 scheduled, 28 attended and 25 choosing care. Percentages in this expansion are derived arithmetic.
Dr. Dan: potential receivables6:07–6:54: $150,000 potential receivables, explicitly not collected cash.
Dr. Dan: useful content9:15–9:48: useful information and expert identity alongside an offer.