Case StudyHow a Dental Clinic Turned Unprofitable Ads into 115% ROAS AND 450% LTV — by Fixing Customer Experience
Delivered by our founder prior to launching the agency
The Problem
The clinic was losing money on advertising — despite having professionally managed campaigns.
● ROAS: 59%● High CAC● Patients rarely returned (low LTV, return 3-4 times over the entire client lifecycle)
What the CEO believed:
● Ads were set up incorrectly● Young doctors discouraged repeat visits
External teams can:● execute across multiple channels simultaneously● bring deep, specialized expertise in each channel● be coordinated by an experienced account manager who proactively plans, structures, and oversees all activities end-to-end
What We Found
We analyzed the full funnel using analytics, CRM data, and a CX audit. And discovered:
Advertising wasn’t the problem. Customer experience was.
The Real Issues
1. 76% of traffic of one of landing pages dropped instantly.
Users left the website within seconds: a disturbing “BEFORE treatment” image on the first screen.People simply closed the page.
2. Leads were being lost after conversion
● Only 4% of visitors became leads
● 41% of leads never became clients
3. The call center was reducing overall efficiency
● Up to 4-minute wait time● No availability for urgent visits● Inconvenient CRM → Slow booking● Tired operators → Cold tone The clients were leaving.
4. Offline experience broke customer experience
● Overcrowded waiting areas● Appointment delays● Mixed patient flows (insurance vs paid)
5. Pricing created frustration
● Hidden extra costs (gloves, materials, etc.)● Final bill higher than expectedClients were faced with the gap between the advertised price and the final cost, which also contradicted the clinic's premium positioning.
6. The retention issue wasn’t about something being wrong — it was about something missing that would give patients a reason to return.
● Patients didn’t return because there was no ongoing need — once the problem was solved, the interaction ended. ● The clinic never became their default provider.
7. The retention issue wasn’t about something being wrong — it was about something missing that would give patients a reason to return.
● Patients didn’t return because there was no ongoing need — once the problem was solved, the interaction ended. ● The clinic never became their default provider.
8. The CEO’s key assumption was wrong
● There was no negative perception of young doctors.● The advertising setup showed no critical issues.
Strategic Insight
Individually, everything worked as expected. But across the journey, experience gaps emerged: some patients never reached the appointment stage, while others left without a reason to return.
How did we arrive at this idea? A CX audit showed
Young doctors were already a defining feature of the clinic. A CX audit showed that most patients were neutral about this — but teenagers perceived it as a strong positive. They found younger doctors more relatable and engaging. In turn, younger doctors were more comfortable with digitally native patients who tend to verify recommendations online.
What We Changed
Modern marketing outsourcing services are built on three key drivers:
1. Repositioning: Focus on teenagers
We identified a high-demand segment: Teens needing orthodontics (braces)
Why this matters:
● Long-term treatment (visits every 1–2 months)● Builds habit and trust● Drives LTV growth
2. Made braces the flagship product
● Dedicated landing page● New positioning: specialized clinic for teens
3. Fixed conversion leaks (Ad → Leads)
● Replaced the banner on the first screen for implants c immediate conversion increase (+1%)● Created a separate landing page for braces for teenagers → increased lead flow● We launched a dedicated campaign for braces and reallocated the advertising budget to prioritize this direction.
4. Rebuilt the booking system
● Implemented a new CRM system.● Reduced scheduling friction and improved appointment availability.● Enhanced call center performance through team restructuring, training, and a stronger customer focus.● Separated patient flows
This required a significant one-time investment, which temporarily reduced ROAS to 53%. However, it removed key operational bottlenecks and unlocked long-term growth.
5. Changed pricing strategy
● All consumables included● Higher base price (~+10%)● Transition from “price-competitive in our segment” → “specialized value”
6. Customer experience optimization
● Identified customer segments with negative CX (CX-)within the overall flow ● Eliminated key friction points: disturbing visuals, unexpected extra charges, waiting, long scheduling times. ("CX-"→"0CX")● Emphasized the positive (teenagers liked it - the clinic and flagship product are for them).