A Simple Guide to Review Methods for Stable Sales

Do you stop at just looking at the numbers and feeling that "sales were okay" or "the repeat rate was low this month"?

What is important is to think concretely from there about "why things went well," "why the goals were not met," and "what to change next month."

If you try to review based on intuition, you will inevitably only come up with things that left an impression. Sometimes you get hung up on what didn't go well and forget what did go well.

That is why I want you to use the KPT method. It is simple, can be used alone, and can be applied directly to the operation of your clinic.

What is the KPT method?

The KPT method is a simple review framework named after the initials of Keep, Problem, and Try.

No difficult frameworks are needed.
These three points alone will organize your intuitive reviews.

How to use it in a clinic

The KPT method is also used for reviews in the Clinic Management KPI Management Sheet that I distribute for free.

You can use just the KPT method review sheet. It is available to anyone as a bonus for registering on LINE, so please feel free to use it.

While looking at the numbers in the numerical management sheet, make some time on the last business day of every month to review.

Whether it is on paper, a spreadsheet, or even a smartphone memo if you want to do it easily, that is fine. If you have staff, by looking at the reviews they have created, you can see at a glance what issues they are currently feeling.

If you continue this every month, things that went well will remain as habits, a cycle of improving things that didn't go well will be born, and a winning formula for your clinic will be created.

Then, the accuracy of your reviews when things don't go well will increase, and as a result, it becomes a mechanism that makes sales easier to stabilize.

If know-how is accumulated, it can become an educational manual with a little editing, which will be very useful when training staff.

Example of entry

Example of Keep

• The second-time repeat rate increased by 20% compared to the last 3 months

• The follow-up appointment rate improved as a result of taking more time for new patient consultations.

• Started suggesting follow-up appointments when cancellations occur.

Examples of Problems

• The 5th-visit repeat rate is below the 50% target.

• The overall unit price dropped because many patients are using coupon tickets.

• I feel like my relationships with patients are shallow due to too much small talk during treatments.

Examples of Tries

• Incorporate an interim consultation at the 3rd visit to address any concerns.

• Create and introduce additional menu items starting next month.

• Always verbalize and communicate changes since the last visit during treatments.

The key is to never end with just a "reflection" on the Problem, but to always convert it into a Try. If there is no Try, you will get the same results next month.

Three things to keep in mind when doing this

1. Start with Keep

Starting with Problems can feel heavy. By first writing down what went well, you can face challenges calmly. Recognizing the areas where your clinic is succeeding is also important for maintaining motivation.

2. Limit Tries to 1-3 items

If you try to improve everything, nothing will change. Limit yourself to things you can realistically act on next month. If you have too many "things to do," you will end up doing nothing, and the next month's reflection will just be a list of things you didn't do.

3. Do it at the same time every month

Setting aside 30 minutes at the end of the month for KPT makes it a habit. Reflection only becomes meaningful when you continue it every month rather than doing it just once. By reflecting last month's Tries into this month's Keeps or Problems, the improvement cycle begins to turn.

Summary

The KPT method is characterized by being easy to get started with. Thinking only in your head narrows your perspective, so I strongly recommend outputting and visualizing your thoughts.

There will be a significant difference in six months or a year between clinic directors who conduct reviews and those who do not.

Will you keep running without knowing why things aren't working, or will you be able to cycle through small improvements every month? That difference can be made with just one framework.

Let's aim to be a clinic that is resilient to change, rather than just ending with excuses like the weather was bad this month or inflation is happening.

I will fully support you in creating an environment where you can leave revenue to your systems and focus on your treatments as a practitioner.

If you found this article helpful, I would be happy if you could leave a like or a casual comment.