Marketing for veterinary groups
A group grows by winning clients in each catchment it owns and by winning the vets and nurses who make those clinics worth visiting.
Where the money moves.
A veterinary group fights on two fronts with one budget. On one side are clients who stay bonded to a clinic for the length of a dog's life and spend across every stage of it. On the other are vets and nurses who can choose their employer in a market where every group is hiring. Both are won with the same tools and the same team. Both are lost the same way, which is a group brand that means nothing at the clinic level where people actually decide.
Consolidation makes local search the whole game. A pet owner searches a suburb, not a group, and the clinic they find has to look like the clinic they walk into, with the real team, the real hours and the real after-hours arrangement. When a practice joins the group, name equity built over decades, its reviews and its rankings can all be handed away in a careless rebadge. Protecting that is unglamorous work and it holds more revenue than any launch campaign generates.
The calendar does a lot of the selling. Paralysis tick season on the east coast, snake bite, heat, Christmas boarding and the fireworks weeks all arrive on schedule and all produce searches before they produce presentations. Preventative health plans are the retention engine underneath, won at the consult and reinforced by email timed to the reminders already firing out of your practice software rather than talking over the top of them.
What we run.
Clinic-level presence
A page and a Google Business Profile per site with the real team, real hours and the real after-hours pathway, plus review responses written in that clinic's voice. The group then ranks in every catchment it owns instead of once, centrally.
Acquisition transition
When a practice joins, we map redirects, migrate the profile without losing reviews, keep the local name where it carries weight and retire it where it does not. Clients notice the phone number and the faces, so those move last.
Preventative plan growth
An offer built to read as value on a consult room screen, a sign-up that finishes on a phone, and lifecycle email timed around the vaccination and parasite due dates already sitting in your practice management system.
Employer brand
Careers pages that state rostering, mentoring and after-hours honestly, new graduate programme content, and nurse pathway stories filmed in your clinics. Applications per role gets reported next to new client numbers, because both are growth.
Seasonal campaigns
Tick, snake, heat, boarding and fireworks anxiety, run by region rather than nationally and published before the season instead of during it, using cases from your own clinics as the content.
Questions we get asked.
Not on a schedule, and not all at once. A practice name that has held a suburb for thirty years is an asset on the balance sheet even if it never appears there. We usually keep the local name in the search index, bring the group identity in behind it, and confirm bookings hold before anyone touches signage.
Yes, and it should. A vet weighing two offers researches you exactly the way a client does, on a phone, at night, reading reviews and looking at who works there. Careers content, clinic culture footage and a straight description of the roster come out of the same production, so cost per hire falls as a side effect.
New client registrations by clinic, booked consults, preventative plan sign-ups and applications per open role. Ad spend is tied back to registrations rather than clicks, and reporting is written per clinic, because that is the level where a regional manager can actually act on it.
Talk to us.
9 services under one team, run against the numbers your business already reports on.
Contact the Ignis Team
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