EXAMPLE OF A CLINIC ‘NICE SILHOUETTE’.

Let’s take a look at an cxample of how to compose a napkin. This is the casc of a clinic that sells comprchensive weight-loss treatments, including nutritional, kinesiological, and psychological support. The treatments are expensive and are paid for in part by health insurance. It currently makes 100 treatments a month, but the company has not managed to increase sales beyond that, so it is on a precarious financial footing. It necds to reach 140.
The initial idca was for this to be a hard-selling callentre business. The
first strategy was to hire more salespcople, but as the numbcr of leads was thc samc, sales did not increasc. Then more leads werc obtained, but the salespcople complained that thcy werc of poor quality, and it was difficult to convert them into sales. A specialist agency was hired to target the digita
campaigns with greater precision and to increase quality, but this did not
work cither, because the leads tbat wcre rcally uscful wcre pcoplc who had some kind of relationship with the clinic: they had been patients, has visited the facilities, or somcone had recommended the treatment.,
In the end, the sale was not a .spot, you had to maintain contact with the
potential patient for a long time until at some point they had the moncy andssome circumstance in their life made them more receptive to the service. But this also requircd a higher rate of results. ‘The average wcight loss rate was 5 kg for most patients and only 20% achicved 10 or more kilos. This resulted in pcople ncither rccommending.nor returning at theend ofthetreatment.
Bascd on this, we are going to write a stratgic plan in STORI format

START
•Strengths: high patient appreciation of having a multidisciplinary and comprehensive team focused on their situation.
•Weaknesses: low sales conversion, problems in marketing management. Low post-treatment effectiveness
•Core Resources and Capabilities: highly trained team of therapists.
•Critical_ Processes: lead management, telephone sales, patient follow-up.
•Competitors: private clinics with higher visibility.

• Insight Statement: ‘Based customer follow-up analysis, what’s really going on that this is a telemarketing business that depends on geting quality leads, marketing with long-term follow-up, and having a product with sufficient results to get recommendations. In that context, our situation is that we only sell 100
preatments/ /month, wea arc not. incorporating high- quality leads, and the: success rates of
the treatments are low.

TARGET
Identity:
Vision: To be the leading clinic in comprehensive weight loss programmes in the region.
Value Proposition: We offer a comprehensive and personalised approach that combines nutrition, psychology, physical development, and massage therapy to deliver results.
Target Statement: ‘The cxpected results will be 70% over 10 kilos, selling 140 monthly plans with a profitability of 15%. The future situation, where these results will be achieved, will be implemented within 8 to 12 months; and it will be: We will have a powerful (internal or external) digital marketing unit that will achieve a higher quantity and quality of leads. These will be managed by a reinforced sales team under
hcw lcadcrship We will havc a medical director who spccialises in international leading
practices, with with: strict strict monitoring of wcight loss results and psychological wellbeing. The rcason to get there is to be consistent with our vision, valuc proposition, and profitability of the business.

OBSTACLE
Obstade Statement: The key challenge we have to facc is having the medical tcam
ichieve results that significantly increasc the recommendation ratc and powerfully
support the salcs pitch.

ROAD
Road. Statcment: Thc road ahead is defincd by thc following dccisions:
• New commercial director. Their role willinclude managing lead acquisition
and restructuring the sales team. The alternative would be to keep the
current leadership, but a different, much more technical culture is needed
• Outsource online marketing services for advertising, lead acquisition, and Obstacle Statement; ‘The key challenge we have to face is having the medical tcam achieve results that significantly increase the recommendation rate and powerfully support the sales pitch.’

ŘOAD
Read Statement: The road ahcad is dcfincd by the following decisions:
• New commercial director. Their role willinciude managing lead acquisitior
and restructuring the sales team. The alternative would be to keep the current leadership, but a different, much more technical culture is needed.
•Outsource online marketing services for advertising, lead acquisition, and
database management. It’s possible to build the structure internally, but
developing all the required capabilities is too costly.
• Revise medical procedures. The current culture of *befriending’ patients could be maintained, but the goal is not to entertain patients,’ it’s achieving
results.

Specifically to face the obstacle we have chosen:

.Keep the medical director instead of replacing them, and establish a
partnership with a European clinic to import their methodology.