More touchpoints do not necessarily make a business easier to choose. This single-doctor dermatology clinic operated several Instagram accounts and country-specific consultation channels, yet received ten or fewer international patients per month.
growly clarified which patients the clinic wanted to reach and how its approach to care should be explained. We then rebuilt the route from discovery to comparison and inquiry. Subsequent reported results included KRW63 million in monthly international-customer revenue and 14.7x ROAS.
01 / Fragmented touchpoints
The missing connection was between the existing assets
The clinic already had substantial brand photography and video. Offline visits, referrals and repeat business were established. What had not developed was a reliable route from those strengths to international customer acquisition. We needed to examine how a new audience encountered and understood the practice.
Four or more Instagram accounts were in operation, alongside separate consultation channels by country. The website existed, but its information architecture did not adequately support search and AI discovery. Customers had several places to investigate; the business needed a clearer allocation of roles across them.
Increasing advertising traffic was therefore only part of the task. The clinic first needed a consistent answer to what a new visitor should understand, what they should see next and where they should inquire. Existing brand assets had to become useful in that decision.
02 / Audience and care model
The intended patient needed to fit the clinic’s service model
The clinic’s operating model informed the target spend, countries and age groups. A single doctor providing premium care could not define acquisition solely as generating more inquiries. Demand needed to fit the care model and pricing so the customer’s expectations and the clinic’s delivery remained aligned.
We reflected premium care, individualized consultation and privacy in the website and Google Business Profile. These descriptions were based on operating characteristics discussed with the doctor. An experience suggested in advertising needed to mean the same thing in the website and consultation.
Country targeting reflected that positioning and customer spend. We defined the value to communicate, selected initial markets for that proposition, and used subsequent customer response to inform country and query adjustments.
03 / Channel roles
A global account became a clearer introduction to the clinic
We created a global Instagram account and completed 16 posts in week two. It gave international customers a central place to explore information that had been dispersed across accounts. The work also reorganized its connection to the website and consultation routes.
By week four, the plan distinguished journeys from Maps to the website and inquiry, from Maps to global Instagram, and directly from Instagram to inquiry. Customers did not need to follow one mandatory sequence. The descriptions and links needed to remain useful wherever the journey began.
This assigned channel roles from the customer’s perspective. Someone who had explored Instagram could obtain further detail on the website; someone discovering the clinic on Maps could find relevant care information and a consultation route. The quality of each individual touchpoint had to hold across the transitions.
04 / Search language
Internal service categories were matched to customer terminology
We registered Business Profile categories and services, then organized images, language-specific information and external platform links. Service descriptions were revised after examining differences between the clinic’s terminology and the language customers searched with.
In week two, aligning the website and profile around the same services took priority. Moving between channels should not leave a customer unsure what the clinic provides. Search advertising was also proposed, because Maps alone was not expected to deliver sufficient near-term revenue.
Profile work and advertising had different roles. One prepared an accurate destination for customers investigating the clinic; the other brought prospective customers to that information. Their sequence depended on the readiness of the website and consultation channels.
05 / Website redesign
Customers could begin with a concern or a procedure
In week four, service navigation was organized from the customer’s purpose or concern toward relevant procedures and device names. A person who already knows a treatment name begins differently from someone still investigating options. The structure needed to accommodate both.
By week six, design for 38 desktop pages was complete and mobile work was in progress. Procedure pages included introductions, duration, anesthesia, recovery time and treatment areas. Medical descriptions requiring the doctor’s confirmation were submitted for review. Text volume was adjusted for smaller screens and related pages were linked.
The website launched in week seven with page metadata and structured data. Information for customers and information supplied to search systems were addressed together. The page count describes delivery scale; the design decision was to give each page a clear customer question to answer.
| Stage | Delivery status |
|---|---|
| Week two | Global Instagram account and 16 posts completed |
| Week four | Purpose-led service navigation and inquiry routes organized |
| Week six | 38 desktop page designs completed; mobile work in progress |
| Week seven | Website launched; global and target-country campaigns began |
06 / Conditions for launch
Advertising waited for a usable destination
By week four, advertising content and targeting were prepared, with launch planned after WhatsApp Business registration and the basic website structure were ready. The advertising schedule could not be separated from the ability to receive customers. Accessible service information and a working consultation route were conditions for launch.
Two campaigns began operating in week seven: a global campaign and a target-country campaign. The global campaign was intended to identify responding markets and customer groups when initial data was limited. The targeted campaign was designed to narrow country and query choices.
Early results were read in the context of campaign learning. They were a basis for discussing subsequent keyword, country and budget adjustments with the doctor, rather than a definitive verdict on each market. The initial audience plan was to be tested against customer response.
07 / From actions to outcomes
An inquiry-button click was not treated as a completed visit
The initial advertising conversion was a click on the website’s consultation button. It recorded an expression of interest, not a confirmed booking or completed treatment. The action visible in the advertising account needed to remain distinct from the outcome the clinic could verify.
In week seven, the clinic was advised to share inquiry countries, confirmed customers’ countries and procedure information for the dashboard. Tag management and a dashboard for ROAS measurement followed. The purpose was to bring advertising response and clinic outcomes into the same review without conflating them.
That distinction mattered to operating decisions. Conditions that generate button clicks may differ from those that produce suitable consultations. Preserving the meaning of each stage gives the clinic and advertising team a common basis for deciding what to maintain and which descriptions or audiences to adjust.
08 / Project results
KRW63 million in monthly international revenue and 14.7x ROAS
Recorded results included KRW63 million in monthly international-customer revenue and 14.7x ROAS. Average customer spend of KRW2.76 million and inquiries from 25 countries were also reported. These results followed work to explain the clinic’s care model and connect interest from several markets to consultation.
The work made three dimensions of performance available for review: revenue from international customers, revenue relative to advertising cost, and the geographic spread of inquiries. Keeping those measures distinct gave the clinic a more useful basis for discussing where to direct its next acquisition effort.
The clinic’s brand assets and care strengths existed before this project. growly connected them to a clearer audience, service explanation, path between channels and measurement process. Organizing fragmented touchpoints made the practice easier to evaluate and gave the clinic a more useful basis for its next advertising decision.
