What this guide covers
What you’ll be able to do
- Calculate rates for the same inquiry group
- Separate media cost, collections and capacity
- Turn the weekly view into one owned action
Know Your Numbers connects lead cost, booking, attendance, care starts and collections. The purpose is to find the weak link before buying more activity.
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Chapter 01
Start with the next decision, then choose the numbers
An owner needs to know whether the practice can sensibly welcome more demand, where people are getting stuck and whether the work is financially sustainable. A dashboard should make those questions easier to answer. Large reach totals alone cannot do that.
- 01
Choose the weekly decisions
Start with whether to add demand, improve a transition or protect capacity. Show the evidence needed for those decisions before adding secondary activity metrics.
- 02
Keep definitions visible
Agree what counts as booked, attended and began care. The team should interpret the same word the same way without reopening the debate every week.
- 03
Attach the observation date
Recent inquiries may still be progressing. Show when the group entered and when it was last observed so unfinished journeys are not silently treated as failures.
Use a short weekly view with a dated inquiry group, its progress, spend and the work still waiting. Keep operational questions close to the numbers. A low booking rate might call for a clearer offer or a better response; a strong booking rate with poor attendance points elsewhere.
See it in action
Know where progress stops.
Connect the right creative with the right reporting window.
Review the campaign people actually saw.
Separate early activity from attendance and collected contribution.
Sample creative. Fictional practices; no client results implied.
Examples & steps
Give three different questions three different views
A practice can have a strong acquisition month, a stretched front desk and a difficult cash week at the same time. A single green arrow cannot explain that combination. Give the team three compact views, each with its own date rule and decision.
| View | What belongs here | Decision it supports |
|---|---|---|
| Acquisition cohort | People who first inquired during a defined period, followed through later stages. | Which transition needs investigation? |
| Work waiting now | Unanswered inquiries, conversations needing a next step and suitable appointments still available. | What should the team handle today? |
| Cash received | Actual receipts and refunds during the stated period, with the population identified. | What has actually arrived, and what remains outstanding? |
These views can sit on one page. They should not share an unlabeled total. This week's receipts may include people who first contacted the practice months ago. This week's inquiries may not reach an appointment until next week. Mixing those dates creates an attractive number that answers no clear question.
Write the decision above the chart: “Can we responsibly add demand next week?” Then bring together the evidence that matters: acquisition performance, response coverage and appointment availability. If suitable appointments are unavailable, a lower inquiry cost does not settle the decision.
Keep an explanation beside any color or arrow. “Booking rate down” is weaker than “Four of the newest inquiries are still awaiting a response; this cohort is not yet comparable with last month's.” Text also makes the dashboard understandable when printed or viewed without its colors.
The dashboard's job: make the next decision easier to defend. Every displayed measure should have a clear definition, a source and someone who can explain what changed. Remove a chart if nobody can name the decision it helps.
Chapter 02
Follow the same group through the practice
Choose people who first inquired during a defined period and follow their progress. Do not divide this week’s attended visits by this week’s new inquiries if those are different people. Recent groups need time to mature, so show the observation date.
- 01
Follow one entry group
Choose people who first inquired during the same defined period. Track their subsequent bookings, attendance and care decisions without mixing unrelated weekly totals.
- 02
Use the preceding denominator
Divide booked by inquiries, attended by booked and care starts by attended. Label any whole-journey rate separately so comparisons remain meaningful.
- 03
Keep incomplete progress visible
Distinguish waiting, unsuitable, unreachable and opted-out situations where your records support them. Do not assume every unbooked person represents the same problem.
The same group can produce several valid percentages. What matters is knowing which question each answers and allowing the people enough time to reach the later stages before comparing performance.
Examples & steps
Reconcile the people before calculating the percentages
Start with a count the team can trace. Form submissions, messages and phone calls are interactions. One person may create several. Decide how repeat contacts are joined inside the practice's approved records before calling the total “new inquiries.” Preserve the original events so a correction remains explainable.
Illustrative reconciliation: 58 submissions become 44 new people
A review finds 58 form submissions. Nine are repeat submissions from new people already counted. Five are existing patients asking for service. That leaves 44 distinct new inquiries for this acquisition cohort: 58 − 9 − 5 = 44. The existing patients still need a response; they simply belong in the appropriate service workflow.
Keep a small reconciliation record: source total, duplicates removed, records placed in another category, final included count, reviewer and date. If a record's identity is uncertain, mark the uncertainty for review rather than forcing a match. Avoid silently editing yesterday's total; attach a correction note so the next reviewer understands the change.
Separate a person's highest completed stage from their current task. Someone who booked and later cancelled has still reached the booking stage in the cumulative journey. Their current status might be “cancelled, no new date.” Erasing the earlier booking would make the historical transition impossible to interpret.
- Entry rule: first distinct new inquiry within the chosen dates.
- Stage evidence: an actual recorded event, such as a confirmed appointment or documented attendance.
- Current work: the next action, owner and due time, where one is appropriate.
- Excluded category: a reason the record sits outside this cohort, kept visible in the reconciliation.
Source attribution needs its own rule. “The person mentioned a colleague” and “the first recorded form came from an advertisement” can both be useful observations. Keep the source fields separate instead of rewriting one to make every system agree. A truthful unknown is more useful than a confident guess.
Chapter 03
Use the numbers to find a useful question
In a fictional example, 100 inquiries lead to 60 bookings, 45 attended visits and 30 care starts. With $3,000 in media spend, the media-only costs are $30 per inquiry, $50 per booking, about $66.67 per attended visit and $100 per care start. They describe different outcomes, not competing versions of the same cost.
- 01
Calculate each stage cost
Use the stated spend and divide by the relevant count. Label media-only costs so they are not confused with a full acquisition or delivery cost.
- 02
Translate the gap into a question
The largest drop is a place to investigate, not automatic proof of the cause. Ask about fit, response, availability and the person’s actual next decision.
- 03
Compare like with like
Use the same definitions, time basis and maturity when comparing groups. Note changes in offer, team coverage or capacity that could affect the reading.
Before increasing spend, the team asks why 40 inquiries have not booked and why 15 bookings have not attended. Some may be waiting, some may be unsuitable and some may need a practical question answered. The dashboard should reveal that distinction instead of treating everyone as lost.
Explore one cohort
Use aggregate counts or fictional planning inputs only. Calculations happen on this page; nothing is sent to a server.
Illustrative cohort: 100 inquiries, 60 bookings, 45 attended visits and 30 care starts. Change the inputs to explore the arithmetic.
See it in action
Count what happens after the click.
Check the page when progress stalls after the click.
Start with the stage where the journey breaks down.
Examples & steps
Show what is finished, what is pending and what is being compared
Continue the illustrative 44-person cohort. At the review date, 26 have booked. Of those 26, eighteen have attended, five have future appointments, two have cancelled without a new date and one did not attend. These four appointment states account for all 26 people.
| Question | Calculation | Meaning |
|---|---|---|
| How many inquirers have booked so far? | 26 ÷ 44 = 59.1% | Observed inquiry-to-booking rate at this review date. |
| How many booked people have attended so far? | 18 ÷ 26 = 69.2% | Includes five people whose appointments are still in the future. |
| How many whose appointment date has passed attended? | 18 ÷ 21 = 85.7% | A separate due-appointment view; the five future appointments are excluded. |
Both attendance percentages can be correct. They answer different questions. The second should never be substituted into the first chart without changing its label and denominator. Define how reschedules and cancellations are treated before comparing periods.
Now inspect the eighteen people who have not booked: eight await a first response, five are in an active conversation, three declined and two were outside the service offered. That is a useful operating picture. Calling all eighteen “bad leads” would hide eight pieces of unfinished work and five unresolved conversations.
Keep a fixed review age for comparisons where practical. For example, inspect each entry cohort after the same number of days and retain an updated view for later outcomes. Choose that age around the practice's actual journey. A seven-day comparison is not automatically meaningful if appointments commonly occur later.
When a previous cohort is mature and a new one is not, show the new cohort as provisional. Keep the pending count alongside the percentage. The right next action may be to finish the receiving work and revisit the same group, rather than change the campaign.
Chapter 04
Put value and capacity beside acquisition
The Meta Playbook’s PVA example holds 100 patients and a 24-month period constant. At 10, 40 or 50 completed visits per patient, the arithmetic is 1,000, 4,000 or 5,000 visits. It illustrates why the relationship matters beyond the first appointment; it does not prescribe a care plan or predict what any person needs.
- 01
Keep value and cash separate
Show estimated care value, billing and actual collections under their own names. Attach the period and group before using them in an economic comparison.
- 02
Add the capacity constraint
Include available appointments and the workload needed to receive more inquiries. Efficient advertising cannot create suitable clinical time by itself.
- 03
Use relationship metrics carefully
Completed visits over a defined period can describe the relationship. They do not prescribe treatment frequency or turn a planning scenario into an individual care recommendation.
For your own financial view, use actual collections, relevant delivery costs and the appropriate period. For capacity, show available appointments and team workload. A campaign can be efficient at creating inquiries while the office lacks room to serve them well.
Examples & steps
Build a financial bridge that can be checked
In Dr. Dan's historical account, the care-value calculation and collected cash were explicitly different. The useful discipline is to preserve that distinction in today's reporting. Begin with actual entries, the relevant cohort and the observation date; do not fill an empty receipts field with an estimate of future care.
Illustrative cohort economics, with the boundaries visible
Suppose twelve people in the example cohort have started care. Acquisition spending assigned to that cohort is $1,320: $880 in media plus $440 in included agency and production costs. The assigned acquisition cost is $110 per care start. That calculation does not include care delivery.
By day 30, recorded receipts from the same cohort total $2,400, with $100 in refunds. Net receipts are $2,300. If the practice has also assigned $900 in delivery costs incurred for that cohort by the review date, the arithmetic is $2,300 − $900 − $1,320 = $80 remaining before other costs. Label that limited subtotal accurately. It is not a claim of net practice profit or a prediction of the cohort's eventual value.
Keep the inputs inspectable: which spending was included, how shared costs were allocated, which receipts belong to these people and what costs are still missing. A documented allocation is more useful than a precise-looking number nobody can reproduce. Use the practice's established financial definitions when deciding which costs belong in each view.
Then add the capacity facts the number cannot supply. How many suitable appointments remain? Who will handle the expected conversations? What work will be displaced? “Six openings” means little if all six occur when the people making inquiries cannot attend.
A growth decision should name its constraint. If response coverage is missing, assign coverage. If appointment fit is poor, review the schedule. If receipts are incomplete, finish reconciliation. More demand becomes useful when the practice can receive it and the economics can be understood.
Chapter 05
Finish with one improvement and an owner
The Internet Playbook recommends a short weekly review. Name the most consequential weak transition, choose an action and assign the person who will report back. Carry unresolved questions forward rather than rewriting the conclusion every week.
- 01
Choose the consequential transition
Use the stage data and operating notes to select one issue worth investigating. Avoid assigning five vague improvements that nobody can complete before the next review.
- 02
Write the action and owner
State what will be checked or changed, who is responsible and when the evidence will be reviewed. Keep the action proportionate to what the data actually supports.
- 03
Carry the learning forward
At the next review, record what was found and whether the action helped. Preserve unresolved questions instead of replacing last week’s explanation with a new guess.
Keep the first screen readable. Detailed source breakdowns and history can sit behind it. A dashboard earns its place when the team can explain what they will do next and why.
See it in action
Choose the next move.
Finish with a clear improvement and an owner.
Examples & steps
Make the handoff visible on the dashboard
The most valuable line in a dashboard may be its final one: the action that somebody has agreed to own. Keep it attached to the observation, so the next review can tell whether the action happened and what was learned.
Illustrative completed decision note
Observation: eight of this cohort's 44 new inquiries have no recorded first response. Five other people remain in active conversation. Five booked appointments are still in the future.
Decision: keep campaign spending unchanged while the practice resolves the receiving gap. Do not judge final attendance from the unfinished cohort.
Owner and action: the practice manager will verify the eight records, assign appropriate responses within the practice's contact permissions and document the outcome. The marketing lead will check whether the original routing failed or the record is incomplete.
Review: check completion at the next working-day review. Revisit the cohort's later stages after the future appointments have had time to occur.
This note separates two possibilities: missing work and missing reporting. If a conversation happened but was not logged, fix the record and the capture process. If it did not happen, correct the receiving workflow. The same empty field can point to different repairs.
Keep a short history of completed decisions. “Assigned response coverage” is an action; “all eight records now have a verified status” is completion evidence. “Booking rate improved” is a later observation that still needs context. Recording all three prevents the team from confusing activity with a demonstrated effect.
Finish by identifying what would change the decision. In this example, verified coverage and suitable available appointments would reopen the question of adding demand. A dashboard becomes useful when the next step follows from evidence the practice can actually check.
POWERSURGE / PRACTICE WORKSHOP
Know what to fix before spending more
When inquiries are coming in but appointments are not following, you need to know where the journey is getting stuck before spending more. This scorecard helps you distinguish a response problem, an availability constraint and a measurement gap, then assign one useful action.
A quick example: 24 people scheduled out of 40 inquiries is 60%. If 18 have attended and four appointments are still ahead, calling the other six “no-shows” points your team at the wrong problem. The completed example below shows how to keep those distinctions visible.
Use the definition sheet, blank scorecard and meeting agenda to turn the numbers into a decision. The completed example shows the arithmetic; the decision record makes sure someone owns the next step.
THE WORK / MADE VISIBLE
A report should end with a decision.
Keep period activity separate from mature-cohort progression.
- VIEW 01
What happened this week?
Review work, spend and receipts in the same stated period.
- VIEW 02
What happened to this group?
Follow one defined group through the agreed stages. Do not divide unrelated totals.
- THE BRIDGE
What do we know—and not know?
Keep definitions, source, timing and unknowns visible.
- THE DECISION
One useful action.
Choose the smallest action the evidence supports, name its owner and set the next review.
1. Start with two different views
The work queue shows what needs attention now: unanswered requests, upcoming appointment capacity and unresolved tasks. It is a current snapshot.
The inquiry cohort follows the same group of people from their first inquiry through later stages. It answers how that group progressed. Give it an entry period and an observation cutoff. Recent people may not have had time to attend; show that explicitly.
Do not divide all visits attended this week by all inquiries received this week and label it an inquiry-to-attendance rate. Those may be different people. Weekly activity counts remain useful when they are honestly labelled as activity counts.
Define your counting rules once
| Item | Working definition to agree with your team |
|---|---|
| Unique inquiry | A new person making a relevant administrative inquiry during the entry period. Deduplicate repeated submissions using approved systems. Define how existing-patient requests are excluded. |
| Contacted | A two-way exchange with the person, not merely an automated acknowledgment or an unanswered call. If your definition differs, name it. |
| Scheduled | At least one confirmed first appointment for that person in this cohort. A request alone is not scheduled. |
| Attended | The scheduled first visit actually occurred, as recorded by the practice. |
| Began care | The practice's explicitly defined administrative milestone after attendance. Do not equate it with clinical success. Omit if not consistently recorded. |
| Pending | A known next step has not happened by the cutoff, such as a future appointment. |
| Unknown | The record does not establish the outcome. Never silently change this to failed. |
| Attributed media spend | Spend assigned to the cohort's acquisition period and source using the stated attribution rule. |
| Collected revenue | Money actually collected for the defined cohort and time window, with refunds handled consistently. It is not profit. |
Counts for “contacted,” “scheduled,” “attended” and “began care” overlap as milestones. Do not add them as if they were separate people. If you need mutually exclusive current statuses, create a separate status view.
2. Assemble the scorecard
Write the date and source next to every section. If two systems disagree, record the discrepancy and owner instead of selecting the more flattering total.
Blank weekly sheet
Meeting date: ______ Prepared by: ______ Decision owner: ______
Cohort entry period: ______ to ______ Observed through: ______
Included sources: ______ Deduplication rule: ______
| Measure | Count/value | Source and last checked | Context or unresolved issue |
|---|---|---|---|
| Unique inquiries | ____ | ____ | ____ |
| Contacted | ____ | ____ | ____ |
| Scheduled | ____ | ____ | ____ |
| Attended | ____ | ____ | ____ |
| Began care, if defined | ____ | ____ | ____ |
| Scheduled for a future date | ____ | ____ | ____ |
| Unknown outcome | ____ | ____ | ____ |
| Attributed media spend | ____ | ____ | ____ |
| Other included acquisition costs | ____ | ____ | ____ |
| Collected revenue through cutoff | ____ | ____ | ____ |
Current operations snapshot, separate from the cohort
| Question | Answer |
|---|---|
| How many new requests have no assigned owner? | ____ |
| How many requests are waiting beyond our own agreed response window? | ____ |
| What first-visit times can the practice actually offer? | ____ |
| What staffing or availability constraint could change this week's plan? | ____ |
| Is any destination, form or response route known to be broken? | ____ |
The formulas
- Inquiry-to-scheduled rate = unique people scheduled ÷ unique inquiries.
- Scheduled-to-attended rate = unique people attended ÷ unique people scheduled.
- Inquiry-to-attended rate = unique people attended ÷ unique inquiries.
- Attended-to-care-start rate = unique people beginning care ÷ unique people attended, only with an agreed definition.
- Media cost per inquiry = attributed media spend ÷ unique inquiries.
- Media cost per attended first visit = attributed media spend ÷ unique people attended.
- Broader acquisition cost per attended first visit = included acquisition costs ÷ unique people attended. List every included cost; do not relabel media-only cost as all-in cost.
When the denominator is zero, show N/A, not 0%. Round consistently. A cohort observed before all scheduled visits occur will have an incomplete attendance rate; keep future appointments visible. No rate in this kit is a universal target.
3. Completed illustrative example
Entirely fictional practice and figures. These are arithmetic examples, not PowerSURGE client results, forecasts or benchmarks.
Maple Corner Chiropractic reviews inquiries first received September 1–30, observed through October 21. It has a separate live operations snapshot for October 21. The team excludes duplicate submissions and existing-patient appointment changes.
| Cohort measure | Fictional value |
|---|---|
| Unique inquiries | 40 |
| Contacted | 30 |
| Scheduled | 24 |
| Attended by cutoff | 18 |
| Future first appointments | 4 |
| Scheduled but did not attend by cutoff, no future time arranged | 2 |
| Began care, using the team's stated milestone | 12 |
| Unknown outcome among the inquiry cohort | 3 |
| Attributed media spend | $800 |
| Other included acquisition costs | $200 |
| Collections attributed to this cohort through cutoff | $2,400 |
Read the calculation: 24 ÷ 40 = 60% inquiry-to-scheduled. 18 ÷ 24 = 75% scheduled-to-attended as of the cutoff. Four scheduled people have future appointments, so 25% is not a no-show rate. 18 ÷ 40 = 45% inquiry-to-attended. 12 ÷ 18 ≈ 66.7% attended-to-care-start. Media cost per inquiry is $20. Media cost per attended first visit is about $44.44. Including the stated $200 additional cost makes the broader acquisition cost per attended first visit about $55.56.
The $2,400 collections figure is not $2,400 profit. Dividing it by $800 produces a media-only collections/spend ratio of 3.0 for the stated window; that does not establish incremental revenue, lifetime value or financial return after delivery costs. Do not use that ratio as permission to scale.
Current operations observation: three requests await a human reply; two have no backup owner. Only two after-work first-visit slots remain available this week. These facts come from the fictional snapshot, not from the cohort's stage totals.
Decision: fix response ownership before proposing more demand. The front-desk lead assigns a cover role and checks the pending queue at the agreed handoff time. The owner verifies the assignment on Thursday. At the next weekly review, the team checks whether unowned requests recur. This decision is supported by an observed operational gap; it does not claim that ownership alone explains every unbooked inquiry.
4. Read the pattern before choosing a fix
| Observation | First question | Evidence to inspect | Avoid this shortcut |
|---|---|---|---|
| More inquiries, little two-way contact | Are messages reaching a monitored route? | Routing, ownership and approved response samples | “The audience is bad.” |
| Contact happens, few suitable times agreed | What practical issue is blocking a time? | Aggregated question themes and actual availability | Rewrite every ad before checking capacity. |
| Many future appointments | Has the cohort had time to mature? | Scheduled dates relative to cutoff | Count all not-yet-attended people as no-shows. |
| Reported costs improve, unknowns increase | Did measurement or attribution change? | Definitions, source coverage and deduplication | Celebrate a number with missing outcomes. |
| Attendance is steady, team workload becomes difficult | Can the practice welcome more demand well? | Staffing, appointment capacity and service experience | Scale because one rate looks attractive. |
| Low counts swing sharply | Is this ordinary variation or a repeated issue? | Several comparable cohorts and direct observations | Declare a winner from one small week. |
The scorecard helps you find the next question. It cannot prove what caused a change by itself.
5. Run a short decision meeting
Before the meeting: one person prepares the sheet; each source owner resolves obvious missing entries. Do not spend the meeting copying numbers.
- Confirm the frame. Read the entry period, cutoff, definitions and any changed measurement rule.
- Protect today's experience. Check broken routes, unowned work and capacity first.
- Inspect one transition. Choose the stage that raises the most useful question. Separate what you observed from your explanation.
- Choose one action. Decide to fix, investigate, maintain or pause a bounded activity. Avoid changing offer, audience, page and response at once if you want to learn what mattered.
- Assign completion evidence. Name who does what, by when, and what must be visible to call the action complete.
Decision record template
Observation: ______
Possible explanation, not yet proven: ______
Other plausible explanation: ______
Next action: ______
Owner / due date: ______
Evidence of completion: ______
What must remain unchanged: ______
Outcome review date and cohort: ______
Result / next decision: ______
6. Before you share the sheet
- [ ] Same cohort and cutoff used for the stage rates.
- [ ] Unknown and future outcomes visible.
- [ ] Counts reconcile where the definitions require them to.
- [ ] Currency, taxes/refunds treatment and included costs labelled.
- [ ] Collections distinguished from revenue estimates and profit.
- [ ] No patient-level information copied into the marketing document.
- [ ] One action has an owner and evidence of completion.
- [ ] No benchmark, causal claim or forecast invented to fill an empty box.
A useful next conversation
Keep this sheet small enough to use every week. Bring your strongest question, not a perfect-looking dashboard.
If the numbers point to disconnected creative, a confusing destination or an unfinished first response, bring the sheet to The Defibrillator. It is a conversation about a complimentary managed starting point, with practice fit, campaign direction and delivery details confirmed together. The worksheet is self-serve; custom campaign work is a separate next step.
Continue with the original growth-dashboard guide · Read the campaign-economics guide
YOUR TURN / A WORKING COPY
Your weekly decision record
Draft here, then download your notes. This exercise does not submit anything to PowerSURGE or your CRM. Notes are not saved automatically; keep patient details out.
Put it to work
Turn one messy report into a one-page decision
Use this completed example to build a dashboard your team can reconcile and act on.
The starting situation
An owner sees 58 submissions in a campaign report, 26 bookings in the appointment system and $9,700 received by the practice during the month. The owner asks whether to increase spending. These numbers cannot yet answer that question: submissions contain repeats, booking dates differ from inquiry dates, and the receipt total includes earlier cohorts.
- Set the population. Use distinct new people whose first inquiry occurred in the chosen month. In this illustration, nine repeat submissions and five existing-patient requests leave 44 people. Retain the reconciliation beside the report.
- Fix the review date. Follow those same people through the agreed review date. Record 26 booked, eighteen attended and twelve care starts. Keep the five future appointments visibly pending.
- Name today's work. Verify the eight records without a first response. Check the five active conversations for a clear next step. Do not turn a voluntary decline into an automatic follow-up assignment.
- Match the economics. Assign the documented $1,320 acquisition spend to this cohort. Use its $2,300 net receipts at day 30. Keep the $9,700 whole-practice monthly receipts in a separate operating view.
- Resolve the decision. Hold spending steady while verifying response coverage and suitable appointment capacity. Assign one practice owner for the records and one marketing owner for routing investigation.
The finished dashboard brief
Question: Are we ready to add demand?
Population: 44 distinct new inquiries from the entry month, reviewed at the stated cutoff. Original source: 58 submissions, reconciled with nine repeats and five existing-patient requests removed from this cohort.
Journey: 26 booked; eighteen attended; twelve started care. Five booked appointments are future. Observed booking rate: 59.1%. Observed attendance among all booked people: 69.2%.
Immediate work: eight first-response records require verification; five active conversations need their current status checked.
Economics: $1,320 assigned acquisition cost; $110 per care start; $2,300 net cohort receipts by day 30. Included delivery costs and the limited remainder are shown separately.
Decision: resolve the receiving gap before increasing demand. Practice manager owns the record review. Marketing lead owns routing verification. Reconsider after coverage, capacity and cohort maturity are checked.
Now replace each illustrated input with one traceable figure from your practice. Leave an unavailable field marked “not yet reconciled,” with a named owner. Your finished result should fit into a conversation: what happened, what remains unfinished, what the team will do and when the decision will be revisited.
If the team cannot agree on a definition, resolve that before adding another chart. The CRM stages guide helps define the journey. Use campaign economics when the disagreement concerns costs or value, and put any proposed change into the experiment log.
Notes aren't saved automatically. Download them before leaving. Don't include patient details.
06 / Put it to work
Create your next weekly decision
Choose a dated group, label each stage and put the practical constraint beside the arithmetic. End the review with one action, one owner and a reason to revisit the decision.
What makes the dashboard hard to use?
Your next move
The counts never seem to agree
Check whether different systems use the same definitions and whether you are following the same inquiry group. A clean denominator is more useful than adding another chart over inconsistent totals.
- Define each stage in plain language.
- Choose one dated inquiry group.
- Reconcile a small appropriate sample through the stages.
Put your plan in motion
Put PowerPANEL to work. Start with 21 days free.
Bring the handoff you want to improve. Apply to evaluate PowerPANEL around your practice’s response, booking and follow-through.
21 days free for qualifying chiropractic practices in available cities. Trial scope and terms are confirmed before access.
Explore my 21-day free trialThe 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.The Meta Playbook’s relationship model ↗Page 19 compares three illustrative PVA scenarios over the same 24 months. These are arithmetic planning scenarios, not clinical recommendations or a forecast.Sources and context
Dr. Dan's original stage-by-stage accountHistorical eight-week account preserves distinct inquiry, booking, attendance and care-decision stages; the new 44-person example is illustrative.
Dr. Dan distinguishes potential receivables from collected cashThe 6:07–6:54 discussion supports keeping projected care value separate from actual receipts, without adopting the historical figure as a current outcome.
Dr. Stacey's operating discussionThe 15:51–16:40 discussion looks beyond inquiry cost to people reaching care and practice-side responsibility. New dashboard structures are editorial applications.
