Doctor-Name

The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 22
Prepared for: Doctor-Name | The-Practice
Prepared by: Moxzee
May 31, 2011
Dental Marketing Plan
The information contained in this marketing plan is condential and proprietary to The-Practice and is intended only for
the persons to whom it is transmitted by the Practice or its representatives. Any reproduction of this document, in whole
or in part, or the divulgence of any of its contents without the prior written consent of the The-Practice, is prohibited.
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 22
Practice Overview 1
Practice Ownership 1.1
Market Size & Growth Potential 1.2
Practice Philosophy 1.3
ROI Expectations 1.4
Situational Analysis 2
Summary of Current Situation 2.1
Products and Services Offered 2.1
Important Dental Industry Trends 2.3
Economic Climate 3.1
Competitive Climate 3.2
Optimum Patient Prole 4.1
Target Market 4.2
Summary of Patient Benets 4.3
Summary of Practice Features 4.4
Demographic Highlights 5
Population of Local Market by Sex 5
Population of Local Market by Age 6
Population of Local Market by Ethnicity 7
Population of Local Market by Income 8
Marketing Strategy Overview 9
Branding and Identity Strategy 9.1
Internal Marketing Strategy 9.2
External Marketing Strategy 10.1
Case Acceptance Strategy 10.2
SWOT Overview and Analysis 11
Marketing Plan Assumptions 13
Annual Collections by Category 13
Cost to Acquire a Patient 14
New Patient Value 15
Marketing Budget Total 16
Marketing Budget Categories 17
Marketing Plan Forecast 18
Contact 19
Table of Contents
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 1
Practice Overview
Practice Ownership
The-Practice (the Practice) is owned and operated by Doctor-Name and has been formed to provide quality dental care
at affordable rates to residents of <city>, <state> and surrounding areas. Doctor-Name has practiced dentistry for nearly
<#> years. The reputation of the practice is impeccable and known throughout the area as one of the most respected
dental practices.
Market Size & Growth Potential
Historically the dental profession experiences a very low failure rate and a high propensity for prot. According to the
American Dental Association, dental ofces are the third highest-ranking category of start-up business most likely to
survive. The average income of a dentist is in the highest 8 percent of U.S. family income. As the growing population
becomes better educated and more wealthy, consumers demand better dental care. In response to these expectations,
new opportunities present themselves to succeed nancially while providing premium care. Annual spending for dental
services has risen from $13.3 to $45.8 billion, an increase of 244.4 percent, from 1980 to 1995, with projections
exceeding $80 billion by 2011. As in all service businesses, dental practices who strive to exceed their patients
expectations will always have an abundance of opportunity.
Practice Philosophy
The vision and philosophy of The-Practice is to provide the highest level of dental care to individuals and families, while
improving their lives with proper preventive care. Dental treatment and procedures are provided at rates that are
reasonable and fair, while being protable enough to ensure the long-term viability of the practice. Thriving nancially will
provide the Practice with the resources and mindset to provide the best dental care possible, which is ultimately their
primary responsibility. In carrying out our day-to-day business operations, the Practice will strive to:
Treat team members with fairness and respect and create a working atmosphere that inspires dedication
Follow the principle that patients are the top priority and that we are fortunate to be able to serve them
Create a reputation as responsible business leaders and community citizens that give more than we take
Excel in the art and science of dentistry on behalf of the patients who trust us with their care
ROI Expectations
Based on the nancial projections and detailed marketing strategies contained in this plan, it is estimated that the
practice will achieve a respectable return on the marketing investment proposed each year. Although the potential for a
poor return always exists, the broad range of initiatives and multiple layers of interaction with potential patients, improves
the likelihood of overall success.
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 2
Situational Analysis
Summary of Current Situation
The-Practice offers expertise in all areas of general dentistry, as well as other advanced treatments not provided in all
general dental practices. The practice has a solid and loyal patient base in a market that has experienced high levels of
growth in recent years. It is projected that increasing competition from new dentists will begin to impact new patient ow
as the growth slows in the local market. The practice is accepts several dental insurance plans and is somewhat
dependent on income from these sources. These procedures are provided at various levels of discounts that are
substantially lower than the full fee billed to other patients.
Discounted procedures paid by insurance companies account for approximately 50% of total revenues. As in most
dental practices, the ratio of insurance billings compared to full-fee billings presents an ongoing challenge to the
protability of the practice. Attracting more fee-for-service patients combined with improving case acceptance levels for
more protable treatment types is a key marketing objective and is addressed in this marketing plan.
Products and Services Offered
Like most other general dentists, The-Practice provides a comprehensive list of treatments and procedures. In addition to
the list below, the Practice also offers sedation options, laser procedures, and treatment of conditions that cause jaw
pain and headaches.
Diagnostic oral exams and comprehensive evaluations
Prophylaxis (teeth cleaning) and all other standard preventative treatments
Restorative procedures such as llings, crowns, and bridges
Periodontal treatment (treatment related to gums and tissue)
Endodontic services, such as root canals
Certain orthodontic services such as Invisalign
Cosmetic dentistry, such as whitening, porcelain veneers, and porcelain crowns
Dental implants and implant retained dentures
Important Dental Industry Trends
Dental technology has changed dramatically in the past decade. This change has been especially rapid in the past three
to ve years. Restorative materials such as Zirconia-based crowns and bridges, sedation dentistry, implants, and the use
of lasers are examples of the exciting new technologies and standards of care. These changes are an opportunity for
The-Practice to increase protability and establish the practice as a leader in their market. Consequently, the marketing
plan will reect these technologies adopted by the practice. Consumers are much more likely to be attracted to, and
remain with, a dental practice that is progressive and perceived as a leader. The cost of new systems and technology
varies from quite affordable or extremely expensive. However, in many cases, the least expensive of these opportunities
are the most attractive and compelling to consumers.
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 3
Economic Climate
Two economic changes are taking place in the community surrounding the practice. First, the average age of consumers
that live in the community is continuing to go down due to the number of new neighborhoods and structures. At the
same time the nancial health of the over-70 age bracket is greater than in past decades. Many individuals in this age
category have assets in excess of $1.2 million. The-Practice is continuing to position itself to ll the needs of this
changing demographic by specializing more and more in dental services that appeal to the more mature members of the
community, such as dental implants.
The second change is a result of semi-exclusive developments being constructed in areas that have been economically
poor for many years. As manufacturing and industrial workforces are replaced with white collar educated professionals
the type of dentistry and expectation of potential patients also changes. In may cases, two-income families that have a
combined income of over $180,000 are taking the place of traditional blue collar residents that were not concerned with
cosmetic procedures or premium dental services. This new category of consumer will further support the decision to
expand of the practice into a new state-of-the-art facility. Targeted marketing efforts to attract these consumers is a key
objective of The-Practice and is addressed in this marketing plan.
Competitive Climate
About 135,000 dentist ofces and clinics operate in the U.S., generating annual revenue of over $80 billion. The large
majority of dentists are sole practitioners and practice general dentistry; the rest specialize in orthodontics, oral surgery,
periodontics, pediatric dentistry, oral pathology, or orthodontics. Average annual revenue per ofce is about $600,000.
The industry is highly fragmented.
The-Practice practices in a population center that has a lower concentration of dentists practicing than the national
average. Within a 5 mile radius of the practice, a total of 26 general dentists practice at least part time. The population in
the same 5 mile radius is approximately 43,500. This comparison of dentists and population results in a ratio of 1,620
persons to 1 dentist. The national average is approximately 1,250 persons to 1 dentist. The chart below illustrates these
ratios.
Practice
Persons per
dentist
National Average
1,250
The-Practice 1,450
1,250
1,450
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 4
Optimum Patient Prole
Based on the type of practice that The-Practice is attempting to develop, the following prole will be the primary focus of
all new-patient acquisition strategies. This is not to say that certain patients are not welcome or are seen as less valuable,
but these attributes describe the most desirable patients based on their nancial resources and propensity to become
loyal, long-term patients.
Middle to high income
College educated
Married with children
Ages from 35-65
Two-income families
Target Market
As in most areas of the U.S., the community or market surrounding the practice has a wide variety of income ratios and
variance in statistics such as home ownership. Experience shows that it is never a good idea to over-analyze the market
in which a dentist practices, because undoubtedly patients come from all areas of the surrounding community. However,
it also important to optimize the return on investment made by targeting areas that are more likely to produce results.
The-Practice will follow these guidelines when determining a target market:
Avoid the highest income bracket, if income average exceeds $150,000
Avoid households that have an average income lower than $15,000
Avoid apartments and rented homes with the exception of exclusive condominiums
Eliminate all businesses from any target or mailing list
Avoid areas that have perceived barriers of travel to the practice, i.e., freeways, train tracks, etc.
Summary of Patient Benets
Dening benets is an important part of any effective marketing strategy. Following is a list of specic patient benets that
will be used as value statements throughout the marketing efforts described in the plan:
Extended hours on various nights of the week
Saturday treatment twice monthly
Childcare provided while receiving dental work
Use of advanced technology in treatment and patient education
Discounts provided to referred patients
Summary of Practice Features
The following list describes important features of the practice that will be used within the marketing strategy:
A highly skilled dentist with over 10 years of experience in modern dentistry techniques
Use of advanced technology for treatment
Modern facility with state-of-the art technology
Private treatment planning room
Paperless practice management / digital x-rays
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 5
Demographic Highlights
Population of Local Market by Sex
One huge, afuent segment wields more spending clout than any other: Baby-Boomer women. Born between 1946 and
1964, these women represent a portion of the buying public no marketer can afford to ignore. With successful careers,
investments made during the boom years, and inheritances from parents or husbands, they are more nancially
empowered than any previous generation of women. Another important segment is that of female consumers over 50
years old . Once the college bills are out of the way and children launch their own households, the discretionary spending
power of 50-plus women soars. They spend 2.5 times what the average person spends. Women are the primary buyers
for computers, cars, banking, nancial services, and healthcare services, including dental care. It is important to
especially position your dental brand and your products and services to the ever-more inuential female patient.
This chart identies distribution of population by sex within a 5 mile radius of the practice location over a 15-year period.
49%
48% 48%
51%
52% 52%
Census 2000 Estimated 2010 Projected 2015
Male Female
Market by Sex
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 6
Population of Local Market by Age
Age distribution can hint at patterns of growth. A chart heavier in elderly individuals suggests negative population growth
that might be due to any number of factors, including high infant death rates, low birth rates, and increased emigration
away from the area. A chart heavy in younger individuals suggests high birthrates, falling or stable death rates, and the
potential for rapid population growth. Most areas fall somewhere between these two extremes and have a population
pyramid that resembles a square, indicating slow and sustained growth with the birth rate exceeding the death rate,
though not by a great margin.
This chart identies age distribution within a 5-mile radius of the practice location. The chart illustrates the distribution of
four major age categories that inuence dental practices. This Market Age data is a key indicator for dental marketing
decisions, such as which features or benets of the practice should be emphasized.
21%
20%
19%
23%
21%
20%
32%
34%
36%
24%
25% 25%
Census 2000 Estimated 2010 Projected 2015
0-19 20-34 35-54 55-64 65 and Up
Market by Age
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 7
Population of Local Market by Ethnicity
On the 2000 Census questionnaire, "race" and "Hispanic ethnicity" are listed as separate questions. A person of Hispanic
ethnicity is anyone who identies with that social group, and so can be of any race. This can make data on race and
ethnicity difcult to interpret. Race data is also difcult to compare from Census to Census because categories have
changed over time. For example, the 2000 Census was the rst to offer the category "Native Hawaiian or Other Pacic
Islander," and those people could have responded in a number of different ways in previous years. The 2000 Census also
marked the rst time that respondents were allowed to select more than one racial category. On earlier Censuses,
multiracial individuals were asked to choose a single racial category, or respond as "Some Other Race." As with Market
Age data, this Market Ethnicity data is also key indicator for dental marketing decisions.
91%
1%
3%
5%
5%
91%
1%
3%
5%
5%
Census 2000
91%
1%
3%
5%
5%
White Black Asian Hispanic Other
Projected for 2015
Estimated for 2010
Market by Ethnicity
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 8
Population of Local Market by Household Income
Household type is strongly correlated with the following data on Household Income. Married couples are
disproportionately represented in the upper two categories, compared to the general population of households. This is
likely due to the presence of multiple income earners in these families. Non-family households (individuals) are
disproportionately represented in the lower two categories. Households headed by single males are disproportionately
found in the middle three categories; single females head households are concentrated in the bottom three categories.
Household income in the United States varies substantially with the age of the person who heads the household.
Overall, the median household income increases with the age of householder until retirement age, when household
income starts to decline. The highest median household income is found among households headed by working baby-
boomers. Overall return on investment is strongly correlated to targeting the appropriate households.
30%
20% 20%
10%
10%
10%
$0k - $15k
$15k - $35k
$35k - $75k
$75k - $100k
$100k - $150k
$150k or more
Market by Income
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 9
Marketing Strategy Overview
Branding and Identity Strategy
For the general public it can be difcult to differentiate one dentist from another. This difculty has been magnied for
decades by dentists who offer no special competitive advantage or unique approach to dentistry. Dental practices can
employ many strategies to win competitive battles, but none are more effective especially over the long term than the
projection of the right image, or brand identity, to patients, potential patients, employees, and other important groups in
the community. The value of a great dental brand can exceed that of the physical assets in a practice.
To build such a dental brand, The-Practice will launch a comprehensive branding and identity strategy as part of this
marketing pan. The strategy will include the following tactics:
A professionally designed logo appropriate for the dental industry
Creation of a meaningful tagline to be incorporated with the logo design
Design and printing of all practice identity components, such as: appointment cards, letterhead, forms, etc.
Brand Guidelines to standardize presentation of logo and tagline wherever they appear
Development of comprehensive website with educational content and patient communication tools
Internal Marketing Strategy
The public in general has become very ckle in their buying habits because as consumers, they are catered to like never
before. The buying experience is spilling over with luxury items, upgrades, and premiums that have made consumers
numb to anything that doesnt scream of excellence. As in most other industries, patient expectations have been raised
to new levels. An otherwise good patient experience wont generate a referral like it used to. For internal marketing to
take ight, tactics must include attractive dental offers, professionally printed materials, and online integration. Proper
training and motivation of the dental team is also important and will be a priority.
As part of this two-year marketing plan, The-Practice will implement a number of improvements and changes that have
been successful in other dental practices in similar markets. They are:
Referral program including a referral brochure
Team training on methods for generating referrals
Web-based Refer a Friend system
Patient appreciation through gifts, thank-you cards, etc.
Reciprocal referral partnerships with local businesses
On-hold marketing program
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 10
External Marketing Strategy
Simply put, external marketing is advertising. Experience has shown that many dental practices implement advertising
tactics and techniques ineffectively. Television ads, freeway billboards, radio and magazines, and newspapers with large
circulations are examples of tactics that are usually less effective for dental practices. In other cases, dental practices
implement the correct advertising tactics but forget to follow marketing rules that have proven to dramatically improve the
response. By repetitively targeting smaller areas with a consistent message and correct offer, the external marketing
efforts of The-Practice will result in an ever-increasing return on investment in the coming years.
The external marketing strategy of this two-year marketing plan represents the largest portion of the overall budget and is
based on advertising methods that have been successful in dental practices in similar markets. They are:
Direct mail postcard campaign
Personalized letter from dentist campaign
Response tracking system implemented to track all inbound marketing calls
Case Acceptance Strategy
In any dental practice there are obvious marketing tactics to improve patient ow, referrals and image. However, effective
case acceptance is the most critical component of this dental marketing plan. Making improvements however small
in case acceptance can have a profoundly positive impact on The-Practice. During a dental appointment, patients can
become confused, skeptical or even frightened without ever communicating their feelings to the dentist or dental team.
After the appointment patients become even less focused on the information discussed during their appointment, further
complicating the breakdown in communication.
The case acceptance strategy contained in this two-year marketing plan is projected to create a signicant increase in
income. The-Practice will implement the following improvements:
Team training on personality proling
Team training on presentation skills and methods
Integration of patient education tools
Restructure of fee schedule to allow for more patient choice
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 11
SWOT Overview
Denition of SWOT
A SWOT analysis, is used to understand the Strengths, Weaknesses, Opportunities, and Threats that should inuence
the marketing plan. SWOT analysis came from the research conducted at Stanford Research Institute to determine why
corporate planning frequently failed. The following overview describes each of the four components that make up this
SWOT analysis.
Strengths
Positive tangible and intangible attributes that
are unique to the dental practice or that
provide a competitive advantage in the local
market. What are the advantages that the
practice has over competing dentists?
Weaknesses
Internal factors within the practices control
that detract from the ability to attain the
desired goal. Which areas in the practice need
the most improvement? What keeps a patient
from returning?
Opportunities
Attractive conditions in the community or
within the practice that might allow for growth
and development. What opportunities exist in
the local market which will propel the dental
practice to a new level of success?
Threats
External factors beyond the control of the
practice which could place the organization at
risk. What is the probability of the occurrence
of these threats? Which threats may be most
problematic? Rate the severity of the threats.
!
How can we promote each strength?
How can we improve each weakness?
!
How can we exploit each opportunity?
!
How can we protect ourselves from each threat?
!
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 12
SWOT Analysis
Denition Determinations
The following outline represents the key issues for The-Practice in each of the four SWOT categories. This analysis
establishes important marketing objectives and will guide the practice in implementing this marketing plan. The goal is to
improve in areas of weakness while maximizing the strengths of the dental practice.
Opportunities
Rarely needs to refer his patients to
dental specialists. Revenue stays in-
house.
Excellent demographic base of
consumers with above average income.
The saturation of dentists is lower than
national averages
Modern facility under construction which
will improve the image of the practice
and create a marketing opportunity.
Threats
As with most areas in the midwestern
states, the local economy is still
recovering from the recession.
Competing dental practices are
promoting lower fees and participate in
more insurance plans.
Increasing saturation of dental practices
will increase competition in the local
community.
Weaknesses
Past marketing efforts have resulted in
poor return on investment.
Practice does not have an online
marketing strategy and is not capturing
potential online trafc.
Practice is not tracking marketing calls
as accurately as they should.
Practice is not utilizing email as a
marketing tactic.
Strengths
Loyal patient base with healthy referrals
Exceptional dentist with broad dental
skills. He has a charismatic personality
and his case presentation skills are
excellent.
Practice has a healthy ratio and overall
number of fee-for-service patients.
Practice retains the consulting and
management services of Four Quadrants
Advisory Companies and Joel Harris
Consulting.
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 13
Marketing Plan Assumptions
Annual Collections by Category
One of the foundations of determining an appropriate marketing plan is an analysis of annual collections. The total is
used to establish the annual marketing budget and is also used as a baseline for return on investment forecasting. The
total number in the table below is broken into four major sub-categories. These totals are indicators of which treatments
and procedures need to be promoted throughout the marketing tactics that make up this plan. These numbers are also
used to predict improvement in case acceptance.
Category
% of
Collections Total
Hygiene / Perio 27% $371,250
Restorative 50% $687,500
Cosmetic 8% $110,000
Other 15% $206,250
100% $1,375,000
30%
50%
5%
15%
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 14
Cost to Acquire a New Patient
This analysis is is used to understand the investment required to obtain patients in three important categories of focus.
These three categories are seen throughout this plan and are used to determine the budget categories and potential
return on investment. These numbers are based on a combination of national averages as well and the experience of
dental marketing experts that have tracked such data in hundreds of practices similar The-Practice. Although the table
below indicates that certain marketing strategies are more expensive than others, it is important to maintain a diverse
plan for optimum success. For example, Internal Marketing is a very affordable way to acquire new patients but it is a
nite opportunity, unlike External Marketing. The data below also reects that ongoing years will cost less per patient
acquired; this is due to the marketing principle of frequency and brand improvement. As a result, in the assumptions
below, the cost per patient in year two is projected to be 20% less than in year one.
Branding / Identity Internal Marketing External Marketing Average Cost
Category Year 1 Year 2
Branding / Identity $600 $480
Internal Marketing $99 $79
External Marketing $360 $288
Average $300 $240
$480
$79
$288
$240
$600
$99
$360
$300
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 15
New Patient Value
The value of a new patient is somewhat difcult to predict with complete certainty. However, to be able to forecast return
on investment it is important to establish numbers that are based on national averages and adjust up or down as the
plan evolves. The four categories illustrate the assumption that patients from certain sources are more valuable than
others. Historically, a referred patient is more likely to accept treatment and remain loyal to the practice than a new
patient that responds to an ad. Although this is not an exact science, these numbers are conservative and reect the
opinions of leading dental associations and management consultants. In the second year, the annual value drops by
20%, which is typical in general dental practices. Some of these new patients will be completely lost in the second year,
which is projected in the nal budget forecast.
Projected Case Acceptance Improvement
Category Year 1 Year 2
Branding / Identity $750 $600
Internal Marketing $900 $720
External Marketing $675 $540
Average $750 $600
Branding / Identity Internal Marketing External Marketing Average Cost
$600
$720
$540
$600
$750
$900
$675
$750
Case Acceptance Year 1 Year 2
Percentage Improvement 2.0% 3.0%
Total $27,500 $41,250
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 16
Marketing Budget Total
Many philosophies and opinions exist in the dental industry with regard to how much a practice should spend on
marketing each year. Typically a percentage of annual collections is used to formulate the total budget. Most experts
agree that 5% of annual collections is on the high end of the spectrum and that anything less than 2% is insufcient. It is
important to note that in many small businesses outside of dentistry a 10% marketing budget is not uncommon. The
reduction of budget in year two is due to the initial investment in certain marketing tactics that wont be required in
following years.
3.0%
2.5%
Year % of Collections Total
Year 1 3.0% $41,250
Year 2 2.5% $34,375
Total Budget for Two Years $75,625
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 17
Marketing Budget Categories
Based on the information obtained from The-Practice, the following categories and their associated budget percentages
are outlined in the charts below. These budgets are sufcient to accomplish the objective in each category. The complete
forecast of the overall plan is also based on these budget totals.
Year 1
Category
% of Total
Budget
Total
Branding / Identity 10% $4,125
Internal Marketing 22% $9,075
External Marketing 60% $24,750
Case Presentation 8% $3,300
Total Budget 100.0% $41,250
Year 2
Category
% of Total
Budget
Total
Branding / Identity 6% $2,063
Internal Marketing 26% $8,938
External Marketing 60% $20,625
Case Presentation 8% $2,750
Total Budget 100.0% $34,375
10%
22%
60%
8%
6%
26%
60%
8%
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 18
Marketing Plan Forecast
Core Marketing Initiatives - Year 1 Core Marketing Initiatives - Year 1 Core Marketing Initiatives - Year 1
Category % of Budget $ of Budget Patients NPV ROI
Branding / Identity 10% $4,125 6.9 $5,156 $1,031
Internal Marketing 22% $9,075 91.7 $82,500 $73,425
External Marketing 60% $24,750 68.8 $46,406 $21,656
Case Presentation 8% $3,300 n/a n/a $24,200
Total 100% $41,250 167.3 $134,063 $120,313
Core Marketing Initiatives - Year 2 (estimate) Core Marketing Initiatives - Year 2 (estimate) Core Marketing Initiatives - Year 2 (estimate) Core Marketing Initiatives - Year 2 (estimate)
Category % of Budget $ of Budget Patients NPV ROI
From Year 1 (30% attrition) 117 $70,263 $70,263
Branding / Identity 6% $2,063 4.3 $2,578 $516
Internal Marketing 26% $8,938 112.8 $81,250 $72,313
External Marketing 60% $20,625 71.6 $38,672 $18,047
Case Presentation 8% $2,750 n/a n/a $38,500
Total 100% $30,000 306 192,763 $199,638
Marketing Expense (2 years) Marketing Expense (2 years) $71,250
New Collections (2 years) New Collections (2 years) $395,575
Return on Investment Return on Investment $319,950
Doctor-Name
The-Practice
Two-Year Marketing Plan | Developed By Moxzee | Copyright 2011 All Rights Reserved. 19
Contact
Phone 888-851-5305
Address 224 South Main Street, Suite 507
Springville, UT 84663

email info@moxzee.com
website www.moxzee.com
Disclaimer of Liability:
The information contained in this dental marketing plan is provided as a good faith estimate of the potential success or
outcome of dental marketing efforts made by The-Practice. This dental marketing plan is only a guideline and does
should not replace a business consultant or accountant. Moxzee will make every attempt to provide quality information,
but the company makes no claims, promises or guarantees about the accuracy, completeness, or adequacy of the
information contained in this dental marketing plan. Moxzee, nor any of its directors, employees, or other representatives
will be liable for damages arising out of or in connection with the use of this dental marketing plan.#This is a
comprehensive limitation of liability that applies to all damages of any kind, including (without limitation) compensatory,
direct, indirect or consequential damages, loss of data, income or prot, loss of or damage to property and claims of
third parties.