Your clinic isn’t short of patients.
It’s short of everything behind them.

Yes, because the book never asks you to copy its numbers. Every figure belongs to one illustrative worked example in US dollars, and the book says so on the copyright page. What you use is the method — and every calculation shows its method before its arithmetic, so it works in any currency, at any fee level.

Chapter 1 opens with a table you fill in with your own clinic’s figures before reading further. Appendix B lists every estimate and decision in one place so you can swap them out.

Aligners are the worked example, not the subject. The model is: take your main elective treatment, stop selling it as a price, build it into a named programme, and put one relevant offer at each turn of the patient’s journey. Chapter 9 works the same structure through veneers and implants, and Chapter 5 shows the arithmetic you run to decide which treatment to build it around first.

That is the right question, and it’s why the book has an appendix devoted to it. Health advertising, promotions, prepaid plans, the word “free”, guarantees, refunds, testimonials, referral rewards and patient finance are all regulated, and the rules differ between countries and sometimes between cities.

Appendix A maps the six places your rules come from and gives you a route that anything patient-facing takes before it goes out. Wherever a rule is unclear, the worked example deliberately takes the cautious reading. Nothing here is legal, financial, regulatory or clinical advice — check every idea against your own rules and advisers before using it.

Partly — but with a hard boundary. Part Five covers the first message, the assessment, the plan review, the decision and the objections, with the actual sequence and the standard at each step. What it will never do is override clinical judgement: no offer is made before a diagnosis, no patient is pressured in the chair, and nothing said or written ever promises a clinical result.

The book is honest about this. Week one is counting — you cannot judge any decision without a baseline, and the start rate has to be measured for a full month before you touch the advertising. The membership goes live in week two, the programme in week three. Chapter 21 lays the first ninety days out week by week, ending in a written quarter review.

The advertising budget deliberately stays exactly where it is until the measured numbers clear three to one and the diary shows room to treat more.

A PDF, delivered by email the moment payment clears — usually within a minute. It reads well on a laptop or tablet and prints cleanly, which matters because Chapter 19 is written as one page per role for you to hand out.

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