Chair and room utilisation
How much of the clinical day is booked, how much is lost to short-notice gaps, and which surgeries carry the slack.
Dental and veterinary practice services
Show a principal where they sit among practices their own size
You sell consulting, equipment, software or an acquisition to somebody who trained as a clinician and inherited a business. They have real budget and nothing to measure themselves against. RampFunnels builds the thing that measures them.
Not open yet. Ours scores your own marketing, and it is the fastest way to see a benchmark from the respondent’s side.
One pattern, five practices
- DentalChair time, recall, treatment mix
- VeterinaryConsult rooms, health plans, case mix
- PhysiotherapySessions per episode, discharge rates
- OptometryTest slots, dispense rate, recall
- Private GPList size, appointment yield, retention
Same structure. No noun in common.
Where they come from
A stand, a journal and a recommendation
Trade press, association events and referral. Three channels that produce contact rather than intent, and all three cost money before anyone knows who turned up.
A conference badge scan tells you a practice exists. A journal advert tells you somebody read page 14. Neither tells you whether the practice has a problem you sell the answer to, so the whole list gets worked the same way.
Referral is the one that converts and the one you cannot buy more of. Everything else in the budget is paying for names.
How it gets qualified
Qualifying costs you a day in the car
The practice visit or the informal review is where you find out whether there is anything to sell. It is also the most expensive hour in your sales process and it happens before anyone has committed to anything.
Plenty of those visits end with a principal who is busy, content and not buying anything this year. You knew that early in the meeting and you still had the drive home.
The owner is not being evasive. They genuinely do not know whether their chair time, their recall or their staff costs are normal, because they have never seen another practice’s numbers and nobody has ever offered to show them.
A clinician was handed a business and no yardstick. That gap is the whole opportunity here.
What we would build
The Practice Performance Benchmark
Five measures a principal can answer from memory, scored against practices of comparable size and geography rather than against a number we made up.
Recall
What share of patients come back when they are due, and how many were never asked. The measure most owners have never put a figure on.
Treatment and case mix
What the practice actually does all week, against what practices of the same size and geography are doing.
Staff cost ratio
Associates, nurses, hygienists, reception and locum cover as a share of revenue. The number a principal is most often wrong about.
Patient retention
Who is still on the books two years later. The single best predictor of what the practice is worth to anyone buying it.
Comparable size and comparable geography are doing real work in that sentence. A four-surgery practice in a market town measured against a city group learns nothing it can act on, and knows it.
Across the family
The structure carries. The vocabulary never does.
Dental, veterinary, physiotherapy, optometry and private GP practices all sit on the same pattern and share almost no nouns.
A supplier selling into two of these needs two instruments. One questionnaire with a dropdown at the top reads to both audiences as a form built for somebody else.
What they get back
A position, not a pass mark
The report a principal keeps is the one that puts a number next to theirs.
Practice position
SampleStrong clinically. Carrying the cost of an empty Tuesday.
- AheadRetention, against practices of the same size.
- BehindChair utilisation, and it is concentrated in one surgery.
- Worth readingRecall was never measured, so nothing here is a baseline yet.
Sample wording. RampFunnels is pre-launch, so nothing here is a client, a cohort or a result.
Written for a clinician, not for a consultant. The practice manager reads it, the accountant sees it at the year end, and the version that reaches both of them is the version you did not have to present.
The part that compounds
Every year of answers makes the comparison harder to copy
Of the fifteen instrument concepts our research scored, the peer benchmark scored highest, on one argument: it is the only format where the asset grows after it ships. (RampFunnels, Quiz Funnel Opportunity Atlas, 2026)
So the sequence matters. Ship the self-assessment, collect responses honestly, switch the comparison on when the cohort can carry it, and publish the sector report once a year afterwards.
At that point the questions stop being the asset. Anyone can copy those. Nobody can copy two years of answers from practices that already trust you with them.
Who gets the visit
The score decides which practices are worth the drive
Three destinations, agreed with whoever currently decides which practices get a visit.
Behind the cohort, and now knows it
Two or more measures below the practices they are compared with. That is the call worth driving to, and it opens with the owner already holding the numbers.
Mid-cohort, one weak measure
A sequence written against that measure alone. Not a newsletter. If the weak measure is recall, they hear about recall until they either fix it or ask you to.
Ahead of the cohort
Tell them so. An owner who is told they are running a strong practice is the one who forwards the report, and in a sector this referral-driven the forward is the channel.
The second conversation
The same measures decide what a practice is worth
Consolidators are buying, and the measures that make a practice work are the measures that price it. That gives the same instrument a second job and a much higher value conversation.
Owners thinking about an exit
Retention, case mix and staff cost ratio are the three an acquirer reprices. An owner who scores them early has two years to change them, and a reason to stay in touch for all of it.
Groups doing the acquiring
The same measures, run across a target list, give a consistent read on practices that otherwise arrive as a folder of accounts and a recommendation.
Your traffic
The two channels where a principal is already reading
Neither of them currently asks the reader anything.
Content and webinars
A webinar registration list is a list of principals who were free on a Thursday evening. The same audience, scored, tells you which of them is behind on the measure you sell the answer to.
SEO
Owners search for what good looks like at two in the morning. An article answers and loses them. A comparison answers, keeps the answers, and gives them a reason to put a name to it.
Packages
Three packages, fixed scope, built in the order the cohort needs
Package 1
The benchmark, live
One instrument: the measures, the questions, the comparison logic, the report and the build. It runs from day one and starts collecting the cohort it will later compare against.
Package 2
The funnel around it
Everything above, plus the pages your trade press and conference traffic lands on, follow-up written against the weak measure, and the routing into your CRM.
Package 3
The annual series
The benchmark rerun every year, a second instrument for the valuation conversation, a sector report built from the responses, and somebody reading them every month.
Prices are not published yet because they are not final. When they are, they go on the pricing page as numbers.
What is in each packageQuestions
What a practice supplier asks first
Nothing, and it should say so. Version one is a structured self-assessment that reports a practice against the standards you would use in a practice visit, clearly labelled as exactly that. The peer comparison switches on when there are enough responses to make one honest. Publishing authored bands and calling them peers is the one thing that would kill this instrument in a sector where everyone talks to everyone.
Your turn
Be the respondent before you commission one
Ours scores the funnel your trade press and conference spend already lands on, and the report names the part losing you the most of it.
Not open yet. When it opens, the score and the report are yours whether or not we ever speak.