Agree what a useful enquiry looks like
Talk to the team receiving calls and messages. What makes an enquiry relevant to the services you offer? How do they record a request that becomes an appointment, a repeat contact or a question about a service you do not provide?
Keep those definitions simple enough for everyday use. If reporting depends on reception filling in a long form for every conversation, the information may become inconsistent. Start with the smallest set of details that helps you understand the work arriving.
Separate activity from outcomes
Search appearances, clicks, enquiries and bookings describe different stages. A report should make clear which stage it is counting and where the information comes from. Ask the supplier to explain any unfamiliar measure in an ordinary example.
For instance, ten people clicking a contact button does not establish that ten messages reached reception. Ask how completed enquiries are checked against the receiving records, allowing for duplicates and test submissions.
Be honest about where people found you
Someone may discover your practice in search, come back later and then telephone. A question about how they heard of you can add context, but it is a person's recollection rather than a complete history of every interaction. Keep unknown answers visible.
Use appropriate information-handling arrangements for any reporting tools. Personal or clinical details do not belong in marketing tracking labels. Agree what the practice needs to know and have the relevant person review changes to measurement.
Use reports to make a practical decision
Compare similar periods and note changes in opening hours, appointment availability, services or advertising. These can affect enquiries alongside the marketing itself. With small numbers, a large percentage movement may represent only a few enquiries.
End the review with a specific question or next action. If people visit a service page but keep calling to ask what it includes, clearer information may help. If enquiries arrive but replies are delayed, the follow-up process needs attention. Judge the report by the decisions it helps you make.
Turn reading into a next step
Your action checklist
Work through these checks with your team or supplier. Tick the ones you have resolved and leave unknowns open.
Definitions; aggregate totals and date ranges; unknowns; service or staffing changes; next action.
Use project decisions only, without personal, patient or confidential details. Entries stay in this page and are not submitted to Kay & Co. Copy or download before leaving; this page does not save your notes.
Further reading
These sources provide background for the topic. The practice examples and checklist are illustrative planning suggestions from Kay & Co.
Related guides
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