OUTRÉ a clinic that sells check-ups got a check-up of its own marketing — and a growth plan in which everyone knows their area of responsibility
In brief
OUTRÉ is a boutique clinic in Kyiv: its own lab, dozens of specialties from gynaecology to aesthetic device treatments, warm service free of the hospital atmosphere, an award-winning identity and a bold creative idea.
The clinic did have marketing: social media, paid social, design. Yet each line lived on its own, with no shared goals and no one accountable for results. From the inside it looked like “we’re doing everything”. We were brought in to rebuild marketing into a single system.
We ran a marketing audit and strategic sessions with the team: looked at marketing from the outside, found the blind spots that can’t be seen from inside the business, and turned the findings into a growth plan — what to change first, what comes next and who is responsible for what: from the owner and the marketer to the front desk and the doctors.
Key points
The clinic does check-ups. We gave its marketing one
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01 · Challenge
Rebuild marketing into a system
Social media, paid ads and design were working, and the brand was strong. Yet each line lived on its own, and the business couldn’t see what actually brought in patients.
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02 · Audit
An outside view of all marketing
We broke down the goals, channels, patient journey, services and economics — and found the areas where the clinic was missing out on patients and revenue.
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03 · Audit outcome
How to keep growing
What to change first, what to invest in and what to drop — a six-month plan with goals, metrics and owners.
Strategic sessions
Questions a business rarely asks itself from the inside
- What are this year’s marketing goals?
- What do we measure in marketing results?
- How is the budget set?
- Who is responsible for developing marketing, and who handles day-to-day tasks?
- Which hypotheses have we tested, and how did they turn out?
- How do competitors communicate, and which channels are they in where we are absent?
- Which services matter most to the clinic?
- Who comes for each of them, and what are they afraid of?
- What criteria do people use to choose a clinic?
- How does a patient look for a doctor, and where do we lose them?
- How does an enquiry travel from a DM to the consulting room?
- What should change in product, price, promotion and channels?
- Who on the team should do it, and how?
- What processes does marketing need to see results?
- What does a patient see and feel when they encounter the clinic?
- What do we do now, and what comes later?
Blind spots
What can’t be seen from inside the business — and what it costs
01 / 06 · Patient
From the inside
We know our patient
From the outside
The picture of the patient was built from the team’s experience. Motives for choosing, fears and how people look for a doctor had never been tested.
What it costsCommunication rests on assumptions, and budget goes into untested hypotheses.
02 / 06 · Goals
From the inside
Marketing is working
From the outside
Tasks get done, yet marketing has no measurable goals and no function owner.
What it costsIt’s hard to say what actually brings in patients, so marketing runs on day-to-day tasks.
03 / 06 · Channels
From the inside
People recommend us anyway
From the outside
Word of mouth works, yet part of the demand forms in other channels, and repeat visits are left to chance.
What it costsThe clinic misses out on new patients and repeat visits.
04 / 06 · Services
From the inside
Patients know what we do
From the outside
Patients see only part of what the clinic can do.
What it costsUpsell potential and new service lines stay untapped.
05 / 06 · Economics
From the inside
Acquisition is expensive
From the outside
Budget decisions are made without a full picture of how much a patient brings the clinic over time.
What it costsBudget is allocated by gut feeling, and channels with a longer payback risk being switched off.
06 / 06 · Role of marketing
From the inside
Marketing is a support function
From the outside
Marketing is responsible for the entire patient journey, yet it has no say in decisions on services and patient experience.
What it costsBusiness and marketing move in parallel when they could be reinforcing each other.
None of these blind spots reflect on the team’s work. They become visible once you look at marketing as a system.
Three focus services
Three services — three different funnels
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01Core
Check-up
“Get checked while nothing hurts yet”
People 30+ who look after themselves
- TriggerTime for a “service check”
- What convincesA clear action plan after the results
- The fear we remove“They’ll upsell me on things I don’t need”
Sells on speed and prevention.
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02Separate unit
Aesthetic gynaecology
“Discreet, expert, painless”
Women 30+ who value aesthetics and comfort
- TriggerWanting to do something for themselves
- What convincesThe doctor’s experience and well-known devices
- The fear we remove“It’s going to hurt”
Sells on discretion and expertise.
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03Regular visit
Gynaecology
“My doctor, whom I trust”
Women 30+ looking for a long-term doctor
- TriggerA routine check
- What convincesGetting to know the doctor as a person
- The fear we remove“The vibe says this doctor isn’t for me”
Sells on trust in the doctor.
Each service got its own audience, message and funnel, and we proposed validating the personas through in-depth interviews with patients.
Implementation plan
Who, what and when: marketing as a managed function
We organized the recommendations by people. Every role in the clinic sees its own tasks at each stage — and how they connect with everyone else’s.
Who owns it
First 30 daysFoundation
1–3 monthsLaunch
3–6 monthsSystem
First 30 daysMarketing goals derived from business goals, and a budget to match
First 30 daysHire a marketer to build out the function
1–3 monthsRegular meetings between marketing, doctors, the front desk and finance
3–6 monthsService profitability data shared with marketing
1–3 monthsKPIs for every channel, a monthly plan and weekly reporting
1–3 monthsPost-visit emails and messages: “You may also find this useful…”
3–6 monthsAn acquisition budget based on how much a patient brings in per year
3–6 monthsA partner network: clinics, businesses, communities
1–3 monthsA media plan and content built around each segment’s pain points
1–3 monthsIntroduce the doctors as people
3–6 monthsThe “organs” creative concept — after testing it with patients
First 30 daysTest Google Search on high-intent queries with a minimal budget
1–3 monthsSeparate campaigns for check-ups, gynaecology and aesthetic gynaecology
First 30 daysAsk for a review after every visit
1–3 monthsOnline booking with open time slots, and a services leaflet after the appointment
1–3 monthsNew patient requests passed to marketing every two weeks
3–6 monthsExpert content and before-and-after cases
First 30 daysIn-depth interviews with patients and with people who never made it to the clinic
1–3 monthsThe clinic’s positioning and value, and service descriptions in plain language
3–6 monthsOngoing support: tracking execution and adapting the plan
Result
OUTRÉ got a complete picture of its marketing: what already works, where the clinic loses patients and revenue, and what to do about it in what order.
Most importantly, marketing moved on from being “the department that makes content”. In the plan it became a managed function with goals, a budget tied to service profitability and separate funnels for each line. And everyone in the clinic — from the owner to the front desk — sees their area of responsibility and understands how their tasks affect patients and revenue.
What we’ll do for you
We turn marketing from an ongoing expense into a managed growth system
When the team is busy and budgets are being spent, yet it’s unclear what actually drives results for the business. We help you review marketing priorities, find growth opportunities and build a system with clear goals, metrics and accountability — so the business knows what to invest in, what to drop and how to get more out of existing resources.
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01 Marketing audit What works, what doesn’t — and where the business loses clients and money. -
02 Growth plan Priorities, goals, metrics and owners. -
03 Ongoing support Tracking execution and adapting the plan to results.
Team
- Agency
- DOGMA
- Product
- Marketing consulting · marketing audit
- What we did
- Marketing audit and analysis, competitor analysis, segments and customer journey, hypotheses, an implementation plan with areas of responsibility, team recommendations
- Client
- OUTRÉ Life Balance Clinic
