What to change
Reconcile the components before interpreting efficiency. Ask the analyst to state the cost period, included charges, currency and enquiry definition beside the calculation. Match the relevant windows or explicitly label an estimate when a settled cost figure is unavailable. A simple fictional example with one out-of-window charge exposes whether the report includes the right inputs. Do not compare unit costs across suppliers until those inclusion rules are understood.
A worked example
Illustrative example
Fictional calculation: September advertising spend is £600 and September has 12 accepted enquiries under the agreed definition. Advertising cost per accepted enquiry is £600 ÷ 12 = £50. Adding an unrelated £200 August charge would produce £800 ÷ 12 = £66.67 and change the story without changing September activity. Agree whether management fees and other charges belong in this measure, and display those inclusions, dates and currency beside it. These invented values are arithmetic examples, not Kay & Co. prices or a performance forecast.
What this means for your practice
Cost per enquiry combines a spending total with an enquiry count. If those cover different periods or include different things, the result can mislead even when the arithmetic is correct. Ask your analyst to show the cost dates, included charges, currency and enquiry definition beside the calculation. Use compatible windows and clearly label any unsettled estimate. A fictional example containing one out-of-period charge makes the rule easy to review. Keep these inclusion decisions when comparing suppliers or campaigns, since a lower figure may reflect omitted costs rather than improved performance. The practice should be able to reproduce the figure from the displayed components before relying on it.
How to check the result
The metric states what was included and what remains estimated.
A mistake to avoid
A lower figure may reflect omitted costs rather than improved acquisition.
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.
Record what you know, what is still missing and the answer you need from your team or supplier.
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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