An HR manager has a wellbeing budget to spend before the end of the financial year. She books a lunchtime talk. Eleven people attend, four of them for the sandwiches, and nothing changes.
Next year she will do the same thing, because nobody offered her anything better and she has no way of judging what would have worked.
Step 1: publish that you work with employers
Separately from your clinical pages, addressed to somebody with a budget rather than to a patient. It is a different buyer and a different sale.
Step 2: publish the formats
A talk, a workshop series, individual consultations for staff, a drop in clinic, written resources or a combination. Buyers cannot ask for what they cannot see.
Step 3: publish prices per format
Per session, per head and for a programme. HR managers need a figure to put in a budget before they will make contact.
Step 4: explain why one talk achieves little
Honestly, and what a programme over a period does instead. It costs you a booking occasionally and it produces the better one.
Step 5: offer the individual consultation element
Because a talk reaches everybody weakly and a consultation reaches somebody properly, and employers rarely know it can be included.
Step 6: explain how staff access it
Booking, confidentiality, whether the employer knows who attended and what is reported back. It is the question that determines uptake.
Step 7: explain the confidentiality boundary
That nothing individual reaches the employer, that reporting is aggregate and anonymous, and what that means in a small team where anonymity is difficult.
Step 8: never assess an employee through the employer
Anything individual belongs with that person, and an employer arranging a programme does not acquire access to what is discussed.
Step 9: explain what can be reported
Attendance, themes, aggregate feedback and what the organisation might address. It is what justifies next year's budget.
Step 10: ask what prompted the enquiry
A survey result, an absence problem, a wellbeing strategy or a budget deadline. It shapes the whole proposal.
Step 11: offer the remote option
Because most organisations have people in several places, which is what makes a programme deliverable at all.
Step 12: publish the practical requirements
Room, time of day, numbers per session and what the employer must arrange. HR managers need to know what they are organising.
Step 13: propose the annual arrangement
A programme across a year rather than an event, which is recurring revenue and considerably more effective, as in corporate wellness enquiries from employers.
Step 13b: say what happens to staff who want to continue
A programme ends and several people want to keep working with somebody privately. Agreeing beforehand whether that is permitted, how it is handled and whether the employer is told removes an awkwardness that otherwise ends a corporate relationship on a suspicion of poaching.
Step 14: capture the enquiry at any hour
Organisation size, budget, format and timing, which is the professional capture in an AI receptionist for opticians, alongside the individual work in nutrition consultation enquiries and what to capture first and the club market in sports nutrition enquiries from athletes and clubs.
Getting started
Publish your formats, prices and the confidentiality position, propose programmes rather than talks and capture enquiries at any hour. SpideyChat for clinics and practitioners answers from your published pages, plans are on the pricing page, and the chatbot ROI calculator works through the numbers.