For practice owners
Marketing for chiropractors
Most of what is sold to chiropractors as marketing is lead generation with a different name on it, and most of it works for about six weeks. This page is what I think marketing a chiropractic practice actually requires, which is a slower and less exciting answer, and why I think the usual one keeps failing.
The argument
The usual answer, and why it does not hold
The usual answer is a volume answer. Get more new patients in. Run the ads, run the offer, do the screening event, fill the diary at the front and hope the rest sorts itself out.
It fails for a reason that is not really about marketing at all.
A practice does not have a new-patient problem. It has a whichever-part-is-broken problem. If people come in and do not come back, more of them coming in makes the problem bigger and more expensive, and it also makes it invisible for a while, because the numbers look better. That is the worst outcome available: a problem that is now more costly and harder to see.
So the first question I ask an owner about marketing is not where the patients are coming from. It is what happens to the ones who already arrived. Where do they stop. What did they understand about their own care when they left the first appointment, and who told them.
Three things I think are true and unfashionable.
The first is that retention is a marketing activity. What a patient tells another patient is the highest-converting message a practice will ever send, and it is produced entirely by what happens in the room, not by anything you write.
The second is that the practice can only market what it actually is. If the diary is chaotic and the front desk is guessing, a good advert accelerates the exposure of that. Marketing does not fix operations; it publicises them.
The third is that a practice owner buying marketing is usually buying relief from a decision they have not made about what kind of practice they want. Nobody sells that, because it does not come in a package.
None of this is a promise about numbers. It is an argument about sequence.
The rest of what that came out of is on working with practice owners.
What we actually work on
01
What the practice is for
The decision underneath everything else, and the one most owners have deferred. What kind of practice, for whom, delivered how. Marketing that precedes this decision is guesswork with a budget attached.
02
What happens to the patients you already have
Where people stop, and why. What is explained, by whom, and when. This is usually where the money already is.
03
How care is explained
The single highest-leverage thing a team does, and the thing least often trained. Not a script. A shared account of what the practice does and why, that everyone in the building can give.
04
The visible part
Website, local presence, the things people find. Last, deliberately, because it amplifies whatever the first three produce and it amplifies it accurately.
The long-form version of the argument on this page is Fully Booked By Design.
What this is not
It is not a lead-generation service and I do not run anybody’s advertising.
There is no guaranteed number of new patients, no revenue figure and no timescale in which anything is promised to happen, and I will not publish another practice’s results as though they predicted yours.
In October 2025 the Advertising Standards Authority published five co-ordinated rulings against business coaches making income claims, including the market leader in this niche. Constructions like “add six figures in annual revenue” are the reason. I have never used them, and this page is written so that it is obvious I am not about to.
If you want somebody who will tell you what it will be worth before they have seen your practice, I am the wrong person and I would rather say so on the page than in the second meeting.
For practice owners
Tell me about your practice and what is not working. That is the whole first conversation.