E782 | Email Marketing For The Win

The Power of Email Marketing: How to Grow Your Clinic with Simple Strategies

Email marketing is one of the most effective ways to connect with your audience, build trust, and drive consistent patient growth. Yet, many clinic owners either overlook it or struggle to implement it effectively. In this blog, we’ll break down why email marketing matters, the types of emails you should send, and how to create a simple strategy that works for your clinic.

Why Email Marketing?

In a world dominated by social media, email often gets overlooked. But it’s a powerhouse for connecting directly with your audience. Unlike social platforms where algorithms dictate visibility, email lands right in your audience’s inbox.

For clinics, email is especially effective because it:

• Keeps your business top-of-mind.
• Builds trust through consistent, value-driven communication.
• Encourages referrals—even from non-patients.
• Drives new and returning patient visits.

If you’re not already using email marketing—or you’re only sending the occasional promotion—you’re missing out on a huge opportunity to grow your clinic.

4 Types of Emails to Use in Your Clinic

1. Story-Lesson Emails

Story emails are simple, relatable, and highly engaging. You share a personal or professional story, highlight a lesson learned, and connect it to your audience’s needs.

For example, if you coach a youth basketball team, you might share how consistent positive reinforcement turned a struggling player into a valuable team member. Tie the lesson back to health and wellness, and finish with a soft call to action.

Why They Work: These emails are easy to write, resonate with your audience, and position you as a relatable expert.

2. Client Win Emails

Highlighting patient success stories is a powerful way to build credibility and trust. Use glowing reviews or testimonials, and add a short story about the patient’s journey to recovery.

For example, share a story about a patient who overcame chronic back pain and returned to their favorite activities. Include a soft call to action, such as, “If you’re struggling with back pain, schedule a consultation today.”

Why They Work: People connect with stories they can relate to, and seeing others succeed makes them more likely to trust you.

3. Curated Value Emails

These emails compile helpful content for your audience, saving them time and positioning you as a resource. You can share your own content (e.g., blogs, videos) or curate articles, tips, and tools relevant to their health.

For example, send a monthly email with stretching tips, seasonal wellness advice, or links to helpful videos.

Why They Work: By consistently providing value, you stay in your audience’s inbox—and their mind—without asking for anything in return.

4. Direct Ask Campaigns

These are intentional, structured email campaigns designed to drive immediate action. Use them quarterly to promote special offers, new services, or reactivation events.

For example, run a “Spring Back Into Fitness” campaign offering discounted evaluations for a limited time. These campaigns can last 1–2 weeks and should include clear calls to action.

Why They Work: When done sparingly, direct asks encourage action without overwhelming your audience.

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Podcast Transcript

Danny: Hey, real quick, if you're serious about starting or growing your cash based practice, I want to formally invite you to go to Facebook and join our PT entrepreneurs Facebook group. This is a group of over 6, 000 providers all over the country. And it's a pretty amazing place to start to get involved in the conversation.

Hope to see you there soon. Hey, are you a physical therapist looking to leverage your skill set in a way that helps you create time and financial freedom for yourself and your family? If so, you're in the right spot. My name is Danny Matta, and over the last 15 years, I've done pretty much everything you can in the profession.

I've been a staff PT, I've been an active duty military officer physical therapist, I've started my own cash practice, I've sold that cash practice. And to date, my company physical therapy business helped over a thousand clinicians start growing scale, their own cash practices. So if this sounds like something you want to do, listen up, cause I'm here to help you.

What's going on? Dr. Danny here with the PG entrepreneur podcast. And today we're talking about why staff turnover is normal. So what I mean by staff turnover is either you're having to let somebody go or somebody is leaving your business. And they're, you know, moving on to to another job. When I started my clinic with with my wife, Ashley you know, we, we felt like we wanted to build a, a business that was such a fantastic work environment, such a fantastic clinic and opportunity this sort of utopia for clinicians in particular.

That no one would ever want to leave. Right. That was the goal. And that's obviously a great goal and something that, you know, we even strive to do with the businesses that we have today. You know, w w with our, with our with our team. But the reality is a couple of things are going to happen. That are very normal and the sign of a business that is, you know, just growing.

So one of those things is that you might outgrow a team member. And here's what I mean by that. You may have somebody that you hire on. Early in your business and they come into a business that at the stage that they come in is different than where the business might be a few years later, and that's the sign of a business maturing.

So there's a few things that can. You know, to drive these changes. Number one, your vision might become more clear. You may decide instead of just a small, you know you and one or two other clinician business, like you want to grow into a bigger business. And because of that you have bigger growth goals.

The tempo of the business is going to be ramped up. The systems have to be tighter. Everybody has to be, you know they have to elevate their, their. In order to work towards the goal that you have and your vision might be different than where somebody came in. So somebody might've come in and this business that was just like a super chill, sort of slightly bigger than a lifestyle business.

And that's, you know, what they thought they were. Getting involved in and all of a sudden you decide, nope, we're going to, we're going to change the tempo of this. We're going to, we're going to expect more out of everybody. And you may have some people that don't, that's not what they signed up for.

Right. So they decide, all right, well, this is not what I was looking for. This is, this is different than what, when I first started. So I'm going to. You know move on and I'm going to go get a different job. And that is a normal thing. In fact, I think that right there is what I see the most. Maybe not that they decide that they want to leave, but that you decide you need to make a change in these types of positions.

So I would say 25 percent of the time that individual we'll move on and they'll go and find another job. 75 percent of the time you have to let them go. And that's uncomfortable. That is hard to do. These are difficult conversations to have. And I don't know the best way to put it. Like it is just a difficult thing to do.

Especially when you think about the discomfort of those types of conversations. And you know, the personal relationship you may or may not have with them. So the longer somebody has worked with you, the more, you know, them and their family, the harder it becomes. But when you look at in the, the people around you in your business, if you don't have the right people in the right seats you're not going to be able to get where you're trying to go with that business.

And the other thing that can happen too, is you may have somebody that's been around for a while, and then you start to, as your business matures, you start to bring in. Other people, other staff members, and maybe because your business is bigger, you're attracting more talented people, people with higher skill levels.

And all of a sudden you start to realize that person you thought was an A player is like, you know, a C plus. And if you have a C plus surrounded by a bunch of A players, a couple of things are going to happen. One, maybe that C plus says. Oh, shit. I need to get my, I need to get my you know, my stuff together and they start to elevate their work that happens more often than not, it doesn't.

And if you don't make a change, the a players you have will get frustrated and, or they'll think, Oh, this is acceptable. I can act like this too. And then they start to decrease their. Workability down to, you know, a B or whatever, because they just think that's what you're expecting of them. Neither of her, neither of which are good options.

So to see changes in your business and have staff leave and or staff need to be let go is very, very normal. And something that I see frequently, especially once people are a couple of years into their business you know, occasionally you make a great hire from the get go and. They, they're growing with your company and they've, they've been an amazing a player the whole time.

We had an office manager who's still the office manager of our clinic after we sold it. And she's a killer. You know, she's great. Fantastic for the culture. Does a great job. She, you know, has grown with that, with that company. And You know, and that's a good example of somebody that came in early stage that was able to, you know, maintain a position in a company and grow with it and help, help define the culture in a lot of cases, the early stage people you hire, you still know as much like you haven't hired as many people you don't want to look for.

Sometimes it's at a convenience. You're like, Oh, this person's convenient. I don't have to go through job search or whatever. It's like my my uncle's friend or something, you know, and, and And you just go for it, right? Cause it's, it's a body, you need a body and you're time poor and this very, very normal.

But if you don't, if you don't ever see any sort of turnover in your business, like that's not necessarily a good thing. I think low turnover is, is good, but it also might mean that you just don't hold a standard as high as maybe you should, and there's one exercise you can do, you know, really I try, I do this at the end of every year.

I think to myself, like, would I rehire? The people that are on our team. And if I wouldn't, what things would they need to change in order for me to rehire them? And that's when you can start to work on mentoring your team to improve in the areas that you view as areas that need to improve to be rehired.

And if they don't Make those improvements, then you have to make a decision. You're either okay with the mediocrity of whatever it is that these people are doing, or you need to make an adjustment and you need to find another person to fill that role. And yeah, we've now had to do this in multiple companies with multiple different roles.

And it just happens. The other thing too, is you may have somebody that's a great fit and. What they want from their life is not necessarily what your company can provide for them. And that's normal. That happens too. It's very frustrating. I think for clinicians when somebody leaves and opens up their own their own clinic, but they may have, you know, larger aspirations of what they want to do.

I, listen, I've been there. I've had multiple staff do this. You know, with, within Close proximity of like clinics we're at. It doesn't feel good at the time, but you realize, man, there's so many people to help. These are great clinicians. These are people that, you know, in some ways too, it's like, they, they don't know the discomfort of running a business when they're working for your business.

And it's hard to describe that to somebody about, man, you got a pretty good, you had a pretty good. Deal here with this, with the job that you have. But yeah, if you want to go for it, like, I have respect for anybody that's willing to do that. And they learn a lot more about what you've been doing and probably have a lot more respect for you after the fact as well.

But that's normal too. You're going to get that. And especially if you attract really high level people if they don't see an opportunity big enough within the vision of your company for what they want, then they're going to look. And sometimes that might be doing their own thing or working for another company.

So you'll have some of that turnover too. The last thing I would say is, especially now everybody's a free agent. It's so it's normal. It's almost like looked at as a negative thing. If you've just been in the same job for a long period of time, I don't know really why. That's the case. I'm not sure, but I don't think it's a negative thing.

I think if you find a company that you align with and you can grow with, and you feel like you have mentorship and you feel like you have opportunity and you know, you see that path to grow, like what's why, why try to find something else, like if you're happy. So, but I mean, I think a lot of people here, their friends and their family, and they're like switching jobs every couple of years.

And maybe there's some benefit to that from a upward mobility standpoint. I mean but the grass is always greener somewhere, but it doesn't necessarily mean that's the truth. Right? Like it is what it is. Some people need to, to make changes every couple of years because they feel the urge to do so to really get it, but it doesn't necessarily mean that you did anything wrong as the business owner.

So keep that in mind too. So turnover is normal. It is a healthy part of the business. It's kind of like, I am not a gardener. Some of the messes reference up, I like pruning plants back so that they can grow bigger and better. I'll see the next season and in your business, sometimes you have to prune the business as well.

When you have to make some adjustments and it, it can be a bit uncomfortable as you make the transition and maybe it's a bit more workload on you for a short period of time. But as you build a team and better idea of how you want to build it and the systems you want to plug into place, and you have people that are coming in, you know, freshly in terms of, you know, no bad habits, not.

Used to doing things their way kind of thing. And they can plug right into the new systems that you're defining. It can be a huge catalyst for your business and something that in many cases is very, very necessary.

Hey, Peach entrepreneurs. We have big, exciting news, a new program that we just came out with. It is our PT biz part time to full time five day training. Challenge over the course of five days, we get you crystal clear on exactly how much money you need to replace by getting you ultra clear on how much you're actually spending.

We get you crystal clear on the number of people you're going to see and the average visit rate you're going to need to have in order to replace your income to be able to go full time. We go through three different strategies. You can take, you go from part time to full time and you can pick the one that's the best for you based on your current situation.

Then we share with you the sales and marketing systems that we use within our mastermind that you need to have as well. If you want to go full time in your own practice. And then finally, we help you create a one page business plan. That's right. Not these 15 day business plans. You want to take the small business association, a one day business plan.

It's going to help you get very clear on exactly what you need to do. And when you're going to do it to take action. If you're interested in signing up for this challenge, it's totally free. Head to physical therapy, biz. com forward slash challenge. Get signed up there. Please enjoy. We put a lot of energy into this.

It's totally free. It's something I think is going to help you tremendously. As long as you're willing to do the work, if you're doing, doing the work, you're getting the benefits. Information put down and getting yourself ready to take action in a very organized way, you will have success, which is what we want.

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