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PILLAR 1: POSITIONING

Q1. How clear are you on who your ideal client is and why they should choose you over every other practice near you? *

A: Honestly, I'm not sure, I take whoever books

B: I have an idea in my head but I've never actually written it down

C: I know my niche but I'm not sure I'm communicating it clearly enough

D: Crystal clear, my ideal client, my differentiator, and my messaging are all documented

Q2. How different does your practice actually look to someone comparing you to competitors in your area? *

A: We probably look pretty similar to everyone else around us

B: We have some differences but nothing we're known for yet

C: We stand out in a few ways but haven't made it a core part of our brand

D: We have a clear, visible point of difference that clients and prospects notice immediately

Q3. How consistently does your team communicate what makes your practice the right choice when a new client calls or walks in? *

A: Every person on my team says something different

B: I have a general script but it doesn't always get used

C: My team knows the talking points, the delivery is just inconsistent

D: Every touchpoint delivers the same message and it's working to convert

Positioning Subtotal

PILLAR 2: RETENTION

Q1. What percentage of your clients come back for a second appointment within 90 days? *

A: I honestly don't track this, I have no idea

B: Less than half, too many one-and-done visits

C: More than half come back, but it's not because of a system, it just happens

D: I track this closely and our 90-day return rate is above 60%

Q2. How systemized is your follow-up process after a client visits? *

A: We rely on clients to rebook themselves, there's no follow-up system

B: Someone reaches out sometimes, but it's inconsistent and depends on who's working

C: We have automations in place but I'm not confident they're actually working

D: Every client gets a timed, personalized follow-up sequence and it runs automatically

Q3. How well does your team move single-visit clients into ongoing treatment plans? *

A: We don't really talk about it, clients leave without a next step booked

B: We mention it when we remember but there's no consistent process

C: We try to present treatment plans but the team isn't confident doing it

D: Treatment planning is built into every visit and most clients leave with a plan in place

Retention Subtotal

PILLAR 3: OPERATIONS

Q1. How documented and consistently followed are your day-to-day procedures by every team member? *

A: Everything lives in my head, nothing is written down

B: Some things are documented but nobody actually follows them

C: We have SOPs but they need a serious update and aren't always enforced

D: Our procedures are documented, trained on, and followed consistently by everyone

Q2. How well does your schedule stay full with minimal gaps, no-shows, and last-minute cancellations? *

A: We have gaps almost every day and no-shows are costing us real money

B: We try to fill gaps but it's reactive, we text clients last minute hoping someone books

C: We've cut down on no-shows but the schedule still has more gaps than I'd like

D: Our schedule runs tight, we have confirmation systems, waitlists, and fill protocols in place

Q3. How clearly defined are your staff roles, performance expectations, and accountability? *

A: My team wears every hat, no one really has a defined role

B: Roles exist on paper but performance expectations have never been clearly set

C: Most roles are defined but we're missing an accountability system that actually sticks

D: Every team member has a defined role, clear KPIs, and a regular performance review process

Operations Subtotal

PILLAR 4: SERVICE

Q1. How strategically is your service menu built to maximize what each client spends per visit? *

A: We offer what we offer, it's never been analyzed for revenue per visit

B: We've added services over time but not with a real strategy behind them

C: I know some services are more profitable than others but I haven't restructured the menu around that

D: Our menu is intentionally built around high-margin services and we track average ticket closely

Q2. How well does your team recommend and present treatment packages and add-ons during appointments? *

A: My team doesn't really do this, it feels pushy to them

B: A few team members do it naturally but most don't offer anything

C: We have packages but the team needs training to present them with confidence

D: Add-ons and packages are presented at every visit as part of a standard care conversation

Q3. How well does your current service menu match what your ideal clients actually want right now? *

A: I'm not sure, we haven't asked clients or looked at the data

B: Our menu is a few years old and probably due for a refresh

C: We've made some updates but I suspect we're missing revenue opportunities

D: We review our service mix regularly against client demand, trends, and profitability

Service Subtotal

PILLAR 5: PRICING

Q1. How confident are you that your prices reflect the value you actually deliver? *

A: I'm probably undercharging, I'm afraid of losing clients if I raise prices

B: My prices are in line with competitors but I've never thought about it strategically

C: I believe I'm worth more but I haven't made the case clearly enough to charge it

D: My pricing reflects my value, my positioning, and my market, and I hold it with confidence

Q2. How systemized is your process for presenting pricing and handling price pushback? *

A: Price pushback makes me nervous, I often discount just to close the booking

B: I've thought about how to handle it but there's no consistent approach across my team

C: I have a response I use sometimes but my team doesn't have the same language

D: We have a scripted, practiced approach to presenting price and we rarely discount

Q3. How recently have you reviewed and intentionally adjusted your pricing? *

A: I haven't changed my prices in over a year, maybe longer

B: I've thought about raising prices but I keep putting it off

C: I did a partial review but I didn't touch everything I should have

D: I review pricing at least annually against costs, market rates, and positioning

Pricing Subtotal

PILLAR 6: EVIDENCE

Q1. How consistently does your practice collect and share client results and reviews? *

A: We do great work but barely document it, very few photos or reviews on file

B: We collect occasionally but it's not a system, it happens when we remember

C: We have a process but compliance is low, clients don't always say yes

D: Every client is asked at the right moment and we have a steady, growing library of results

Q2. How effectively do you use before and after photos as a tool to convert new clients? *

A: We have some photos but they're scattered across phones and not really used for marketing

B: We post before/afters occasionally but there's no strategy behind it

C: We use them somewhat but our library is inconsistent in quality and coverage

D: Before/afters are documented systematically and actively used in consultations and marketing

Q3. How strong is your reputation on Google, RealSelf, and social media right now? *

A: We have very few reviews and I don't have a system to ask for them

B: We have some reviews but we're not in a strong position compared to local competitors

C: Our reputation is decent but we're not actively building it or responding consistently

D: We have a strong review presence, we respond to everything, and we actively generate new reviews

Evidence Subtotal

PILLAR 7: REVENUE

Q1. How clearly do you track revenue by provider, by service, and by what each client spends per visit? *

A: I see the total deposits and that's about it, I don't break it down

B: I can pull some reports but I don't review them consistently or know what to do with them

C: I track some of it but not at the level I need to make real decisions

D: I review revenue by provider, by service, and per client visit at least monthly

Q2. How systemized is your approach to generating revenue beyond what is already on the books? *

A: We wait for clients to book, there's no proactive strategy

B: We run promotions sometimes but it's reactive, not planned

C: We have some campaigns but nothing consistent that I can count on month to month

D: We have a proactive revenue calendar, flash campaigns, reactivations, and upsells that run on a schedule

Q3. How accurately can you predict next month's revenue based on what is currently scheduled? *

A: I have no idea what's coming, I find out when the month is over

B: I can make a rough guess but I'm often surprised by how far off I am

C: I can see what's booked but I don't have a reliable way to project the gaps

D: I can project next month's revenue within 10-15% based on booked appointments, membership income, and historical data

Revenue Subtotal