Part of the On Demand Medical Group series · one client, three lenses
This is the Data & Analytics. On Demand Medical Group comes apart into three deep-dives — same client, three disciplines, readable in any order: overview, Performance Marketing, and Data & Analytics.
We work with a leading on-demand doctor & wellness brand— an on-demand doctor service and an IV-wellness service. This page is the Data & Analytics lens: the CRM and the measurement that make the whole engine legible.
Before the rebuild, the brand could see what it spent and what the till rang up — and nothing in between. There was no line from an ad click to the booking it produced, so budget moved on instinct. We stood up a CRM that tracks lead to booking to revenue across both services and both channels, and it changed the question from “what did we spend?” to “what did each dollar return?”
The principles we measured on.
- Track the whole path, not the ends. Spend and till total are the two ends of the funnel. The value is in the middle — lead, contact, booking, revenue — so that's what the CRM captures, for both services and both channels.
- Two truths of return, told honestly. A blended figure across all media and all revenue is the honest headline while tagging is young. A stricter per-service, hard-attributed figure covers only the tracked minority today — we report both, and say which is which.
- Treat the tracked number as a floor. The CRM books less revenue than the till logs. That gap is walk-in and untracked demand the ads still influence — so the measured return understates the truth, and we frame it that way rather than over-claim.
- Tighten attribution every week. Cleaner in means cleaner out: cutting “no-prompt” leads, shipping ad-level chat attribution, and monitoring search terms — so next period the per-service view rises to cover the whole picture.
Two measures of return — and which to trust.
| The measure | What it counts | How to read it |
|---|---|---|
| Blended MERthe headline | All clinic revenue over all media | The trustworthy top line while tagging is young — 6.8×, up from 3.9× the month before |
| Per-service ROASthe stricter view | Only channel-tagged revenue over that brand's spend | More conservative — covers the tracked minority today; rises toward the whole picture as tagging tightens |
| The untracked gapthe floor | Till revenue the CRM never sees | Walk-in and untracked demand the ads influence — proof the measured return is a floor, not a ceiling |
The core engine, prior → this month.
What the measurement made visible on the Google core — all relative, no absolutes. Read the colour, not the arrow: green is an improvement, and on the cost lines a fall is the win.
| Metric | Change | The read |
|---|---|---|
| Ad spend | ▼ ~20% | less media |
| Impressions | ▲ 16% | more reach |
| Click-through rate | ~8% | held |
| Clicks | ▲ 11% | more visits |
| Cost per click | ▼ 28% | cheaper |
| WhatsApp conversations | ▲ ~3% | more leads |
| Cost per conversation | ▼ 23% | cheaper |
Results — the measurement layer.
What the CRM made visible, framed relative and honestly.
Honest read: this is a first clean period, not a long trend — bookings and leads only began CRM tracking now, so several views are baselines without prior bars to compare against. Per-service attribution still covers the tracked minority, which is exactly why the blended figure is the headline and the per-service numbers are labelled as the stricter, partial view. The direction of travel is more coverage, not more claims.
What standing up the CRM taught us.
- You can't optimise what you can't see. — Spend in and till out isn't measurement. The decisions live in the middle of the funnel — so that's what has to be tracked.
- Report the honest number, not the flattering one. — A blended headline with the caveats stated beats a per-service figure that looks precise but only sees a fraction.
- Call the floor a floor. — When tracked revenue sits under the till, say so. The measured return understates the truth — that's a feature to frame, not a flaw to hide.
- Attribution is a weekly habit. — Cleaner inputs every review — cut the untracked, tag the channels — is what lifts coverage over time.
The rest of the On-Demand Medical Group engagement.
On-Demand Medical Group was one healthcare engagement built across urgent-care and recovery demand. Keep going — here’s the rest of the set:
Overview — one confidential medical group, two demand categories, and multiple booking journeys built under one clearer performance system.
Performance Marketing — separated broad medical demand into clearer service-led funnels, from traveler illness to recovery care. More qualified inquiries from people with stronger booking intent.
Funnel & CRO — rebuilt the path from ad click to WhatsApp booking so each service had a clearer offer, clearer next step, and less friction before conversion.
Data & Analytics — tracked performance by service line, audience intent, location, and lead quality, turning mixed healthcare demand into a clearer picture of what actually drove bookings.
A blind funnel became a measured one — every lead tied to its booking and its revenue, across two services and two channels.
The brand stopped guessing and started funding by outcome, read on an honest blended return with the caveats on the table. The measured number is a floor — and it climbs as the attribution tightens.
Get a measurement teardown →
