What to change
Describe the payment schedule alongside the series description. Ask the billing owner to confirm how changes to the planned series are handled under the approved terms.
A worked example
Illustrative example
Fictional payment example: three visits cost £240 in total. The agreed schedule is £80 when booking the series, £80 at the second visit and £80 at the third. After the first payment, £160 remains. List which visits the £240 covers and put the approved terms for rearranging or stopping the series beside that schedule. These invented amounts explain the layout and arithmetic; they are not practice prices, a suggested clinical plan or a standard cancellation policy.


Put it into practice
Ask the team which changes need a further conversation, such as rearranging or stopping the series. Keep that information near the offer so the overall price does not hide the practical commitments someone needs to consider.
Show whether the quoted figure refers to one visit or the whole series. That distinction belongs next to the amount rather than being left to a separate explanatory paragraph below it.
What to agree before publishing
Explain whether the published price refers to one visit, the whole series or an agreed package. Ask the team when payment is discussed and which changes require another conversation, such as rearranging a visit or stopping the series. Use the approved terms rather than inventing flexibility to make the offer sound appealing. The reader should understand the practical commitment before proceeding. A simple overall amount is not enough if the timing, included visits and treatment of changes remain unclear until after booking.
How to check the result
A reader can map each payment to the visits it covers and find the relevant terms.
A mistake to avoid
Avoid describing a package as a saving unless the comparison uses genuinely comparable appointments and verified current prices.
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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