A 90-Day Plan to Grow a Jaipur Clinic Towards ₹50 Lakh a Month

Many Jaipur specialists hit the same wall. The doctor is respected, families travel from across the region, the OPD is crowded, and yet revenue has sat between ₹10 and 25 lakh a month for years. When we open the numbers, the reason is rarely a lack of demand. It is families who enquired and never came, came and never decided, or decided and then drifted away while "arranging the money".

Here is the 90-day plan I would give a practice like that. I will use one example: a bariatric and laparoscopic surgery practice in Jaipur doing about ₹20 lakh a month. Weight-loss surgery is a long, family decision, which makes it a good test of every step.

Where does the money leak in our example practice?

Same enquiries, same ad budget, and the same consult conversion. Booking and show rates alone roughly double the patients. Lift conversion with a coordinator and a family-friendly consultation, raise the average ticket with proper plans, and the gap to ₹50 lakh narrows further.

Days 1 to 30: see the leaks and fix the front door

Weeks 1 and 2, measure only. Every enquiry into one CRM, tagged with source and the patient's town. Calculate the eight weekly numbers: enquiries, speed to first contact, booking rate, show rate, consult conversion, average ticket, cost per new patient and profit. Ask your accountant to close the books by the seventh. Start the thirty-minute Monday review.

Weeks 3 and 4, fix the front door. Answer rate to 95%, every enquiry contacted within five minutes, and an instant Hindi WhatsApp reply after hours. Teach the five-step call, plus the journey questions: where are you coming from, and how are you travelling? Book slots that fit the bus or train. Confirm with a landmark and the route from Sindhi Camp bus stand and Jaipur Junction, remind the day before and on the morning, and call no-shows the same day.

Watch out: if speed to first contact is still above thirty minutes, more ad spend just means more enquiries going cold.

Days 31 to 60: price the plan and own the consultation

Weeks 5 and 6, price the plan. Mystery-shop ten options your patients compare you with. Build one all-inclusive plan per procedure, from the first tests to the follow-ups after surgery, in Basic, Recommended and Complete options. One written fee sheet in Hindi and English. One calm line for discount requests.

Weeks 7 and 8, own the consultation. A pre-consultation note with the problem, what they have tried and why now. The doctor frames the consultation, listens first, explains clearly, and recommends one option. For a long decision like bariatric surgery, a monthly patient information session in Hindi, where families can hear the doctor and ask questions together, often helps more than another consultation. Every consultation ends with a date: a test, a follow-up, a session or a procedure.

If you run a bariatric surgery practice, that family session is often the turning point.

Days 61 to 90: own the last step and keep every patient

Weeks 9 and 10, own the last step. Past twenty consultations a day, a treatment coordinator who sits with the family, explains the plan, milestone payments, EMI and insurance or scheme help, and follows up on a fixed schedule: same day, next day, then day three, seven and fourteen. A trained TPA owner for pre-authorisations. The monthly EMI figure printed on every plan.

Weeks 11 and 12, keep every patient. Book every follow-up visit when the patient says yes. Clean the database and message only people who agreed to hear from you, starting with enquiries who never booked and patients who started and stopped. Add a "referred by" field, and update every referring doctor after every patient.

Week 13, review. Day 90 numbers next to week 1. Pick the stage still furthest below its benchmark. That is the next 90 days.

What should the doctor stop doing in these 90 days?

• Explaining every fee, EMI and scheme detail personally.
• Running camps that nobody tracks to treated patients.
• Adding new channels before the front desk converts.
• Offering quiet discounts to families who push.
• Changing three things at once and never knowing what worked.

What should the team look like by day 90?

The doctor can't carry all of this personally. By the end of the 90 days, our example practice should have, at minimum:

• One person dedicated to enquiries, separate from walk-ins and billing, owning answer rate, speed and booking rate.
• A help desk on busy days, guiding travelling families between the lab, the pharmacy and the doctor.
• A treatment coordinator, owning the family conversation, payments and follow-up.
• A trained TPA owner, handling pre-authorisations and scheme checks every day.
• A practice manager, even part-time, running the Monday review and making sure the SOPs are followed.

And the doctor's week should have protected surgery days, one half-day for the business, and one fixed recording slot.

What should the Monday review show?

Answer rate, speed to first contact, booking rate, show rate, consult conversion, average ticket, cost per new patient and profit, each with one owner's name next to it. Add one Jaipur number: the show rate for patients travelling from outside the city. If that one moves, the whole plan is working.

The full plan is in Good Doctors Go Broke. If you want us to run it with you, that is our growth consulting.

The short version

• Measure for two weeks before changing anything.
• Fix the front door, and plan every visit around the patient's journey.
• Price all-inclusive plans, and bring the family into the consultation.
• Add a coordinator, a TPA owner and payment options next to the fee.
• Review on day 90 and pick the next leak. More on our Jaipur page, or book a free growth call.