An established clinic ran 16 services for everyone and grew for no one, while 6 near-identical competitors ran the same back-pain message. Clariva segmented 12 months of its own records by the job each client came for, priced every entry point over 3 years, and found its most valuable client at its least-used door.
Source: Clariva segmentation of 843 anonymized client records over 12 months – 4,028 visits, $109 a visit, 4.8 visits per client a year – modelled to a 3-year horizon.
The clinic's most valuable door – a prenatal client worth $2,245 over 3 years – was the one only 20% of the maternal cluster used. The most common, infant care at 52%, returned $862: prenatal entry is worth 2.6× an infant one because the path is longer – 71% continue to postpartum care, 54% bring their infant, 42% stay for wellness. The clinic was not short of clients; it was admitting them through the wrong door.
843 clients grouped by the job they hired the clinic for, not by demographic. Every conclusion in the report traces back to a row in the export – and where it does not, it is labelled an estimate.
Phase revenue × observed retention, stated on contribution margin, checked against capacity – the same discipline behind Clariva's bank-ready financial models, applied to a marketing decision.
Ninety days, sequenced and budgeted, with three scenarios that say plainly which clients are moved and which are added – and a day-90 check where actuals are measured against this plan.
Across 30+ providers in the catchment – chiropractors, physiotherapists, massage therapists, osteopaths – not one positioned itself as the prenatal, postpartum and infant specialist, while search interest in prenatal chiropractic grew +52% in 2 years. Midwives, doulas and prenatal yoga studios had no specialist to refer to: referral partners were waiting for someone to fill the gap. The serviceable market is 91–137 prenatal clients a year against the clinic's current 20% of its own maternal cluster.
Stop competing as one of 6 identical clinics. Become the prenatal, postpartum and infant clinic in the catchment – and acquire at the most valuable door, not the most familiar one.
Each scenario prices a single year's intake across the 3 years that follow – not a programme sustained for 3 years, which would compound well beyond these figures.
A 3-year lifetime does not arrive in twelve months. Clients are acquired across the year and walk the path at their own pace – prenatal care runs about five months before postpartum begins – so a cohort acquired in year 1 realises roughly 39% of its 3-year value inside that year. The rest lands in years two and three.
Assumption · even arrivals across the yearThe prenatal path runs 19.3 visits over 3 years against 8.3 for the infant path, so every moved client adds 11.0. The prenatal book is 4.3 visits a week today; the scenarios take it to 7.6, 13.0 and 17.0. One certified practitioner tops out near 15 a week, about 121 entries a year – so capacity binds before demand does: the market reaches 137, but Optimistic needs a second practitioner to get there. Practitioner pay already sits inside the margin above, so a hire changes the schedule, not the per-client economics.
Assumption · single-practitioner ceilingAt $90–$140 to acquire, a new prenatal client returns 8.0–12.5× on contribution margin. A moved client returns 4.9–7.7× – lower by construction, because the clinic only gains the difference between two paths it was going to serve anyway. Stated on revenue these would read 16.0–24.9×, roughly twice as high, which is why we do not state them that way. Against what the audit itself costs, the base case returns 14.2× over 3 years and the floor case 3.8×.
Contribution margin · 50% assumedThe Growth Audit turns your own client data into an entry-point economics model, a positioning strategy and a budgeted 90-day roadmap – then comes back at day 90 to measure the result. It starts free: send a link and we send back a First Look – one page on how your business reads to the customer you want. A raw export is all the audit itself needs.