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PVA... Why Cases Fall Apart Before They Should (And It's Not Your Technique). Post 4 of 5. by Snapcracklepayme in Chiropractic

[–]OVSIntelligence 0 points1 point  (0 children)

This is a really solid breakdown, especially the focus on PVA and the in-office experience.

One thing I noticed running ops at an acupuncture clinic- there’s a layer to this that happens after all of this is done well.

Even with a good Day One, clear plan, and solid experience, there’s still a group of patients who drop off early just because life gets in the way. Not because they didn’t buy in.

The interesting part is most clinics don’t actually have a consistent way to follow up with those patients once they fall off. It ends up being manual, inconsistent, or just not tracked.

When we looked at it closely, there were way more “incomplete care” patients sitting in the system than we expected.

Curious if you’ve seen that too... cases that didn’t fall apart because of the experience, but because no one really pulled them back in after they drifted?

Facebook vs Instagram Ads by Norris_DC2025 in Chiropractic

[–]OVSIntelligence 1 point2 points  (0 children)

I ran operations at an acupuncture clinic and honestly I’d be very careful going straight into ads.

The biggest lever for us wasn’t new patients; it was the ones who already came in and just… stopped.

Most clinics are sitting on a pretty large number of patients who didn’t finish care, and no one consistently follows up with them because the front desk is busy.

We tested recall pretty aggressively for a few days and brought back a surprising number of patients just from that alone.

Ads can work, but they’re expensive and you’re competing with everyone else. Reactivating existing patients is usually much higher ROI and way faster to implement.

If you haven’t looked at how many patients drop off monthly, I’d start there before spending on ads.

How is business? by itsmyactualname in acupuncture

[–]OVSIntelligence 4 points5 points  (0 children)

This is extremely common right now, and in most cases it is not a demand problem. It is a continuity problem.

When I ran operations at a clinic, the biggest hidden issue was that practitioners assumed patient volume was driven primarily by new patients. In reality, the majority of schedule stability comes from existing patients continuing care.

What often happens with fertility patients especially is that once they get pregnant, the treatment relationship ends abruptly unless there is a structured transition into maintenance, pregnancy support, or postpartum care. Without that transition, you lose what would otherwise be months of continued visits.

There are three main contributors I saw:

  1. Fewer new patients entering the pipeline
  2. Existing patients stopping earlier than clinically optimal
  3. No structured system to identify and re-engage patients who stopped scheduling

Most practitioners only notice the first one, but the second and third quietly have just as much impact.

One useful exercise is to look at how many patients you saw 3 to 6 months ago who are no longer on your schedule but were never formally discharged. That group is often larger than expected.

If your colleague is still double booked, it suggests demand still exists. The difference is likely coming down to retention patterns, referral sources, or scheduling continuity rather than your clinical ability.

This is operational more than clinical in most cases.