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Hospitals · Sales metrics

Track admissions against enquiries by department, not total footfall.

Sales metrics for a hospital are the small set of numbers that show whether enquiries turn into admissions, by department and by source. Reply time and the ratio of OPD visits to admissions are two of them. GullySales sets these up once and reports them.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

Realistic editorial illustration of hospitals at work in India

What sales metrics means

Sales metrics are the specific numbers, such as call volume, conversion rate and average deal size, that show whether a sales team is actually improving. GullySales reports these by enquiry outcome rather than activity, the same enquiry-based reporting used across every engagement.

Also for hospitals

Sales and marketing for hospitals, the overview.

Last updated 5 Oct 2026. Rules for this trade differ by state and professional body, and they change. We describe restrictions in general terms, so check the current position with your own council or adviser before you publish anything.

For hospitals

Where it usually goes wrong, and what we would do.

  • “Footfall is not the number that matters”

    A hospital busy with OPD visits can still be losing money if few of those visits become admissions.

  • “Reply time predicts lost enquiries”

    Tracking how long a call waits before a reply shows almost exactly where enquiries are lost to another hospital.

  • “TPA turnaround is felt but rarely tracked”

    The time between requesting cashless approval and getting it decides whether an anxious family stays or looks elsewhere.

What we do

What we deliver for hospitals.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. An enquiry-to-admission ratio by department

    A tracked ratio of enquiries against admissions for each department, showing the real drop-off footfall numbers hide.

    Result: A busy-looking department that is actually losing patients gets noticed.

  2. Reply time tracking

    A record of how long a call waits before a reply, since this predicts almost exactly where enquiries go to another hospital.

    Result: A slow reply gets fixed before it costs another admission.

  3. TPA turnaround tracking

    A record of the time between requesting cashless approval and receiving it, since this decides whether an anxious family waits or leaves.

    Result: A slow approval process becomes visible instead of just felt.

  4. A review with department heads

    A recurring review of these numbers with the administrator and department heads, using the enquiry record rather than memory.

    Result: Every department head sees their own real numbers instead of a combined total.

How the result is measured

  • Conversion rate
  • Average deal size
  • Sales cycle length

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full sales metrics and KPI development page

Numbers worth tracking

The numbers a hospital can work out from its call log, admission register and referral book.

After-hours calls answered or returned
From the phone system or call log, list calls received after the day desk closes and mark which were answered or called back. Missed night calls about emergencies or admissions are the first gap to close.
Admissions by referring doctor or lab
Add a referral field to the admission form and fill it from the patient or the referral slip. Count by doctor, clinic or diagnostic lab. A referrer who has gone quiet deserves a visit from the relations team.
Surgery advised in OPD but admitted elsewhere
From the OPD record, count patients advised a procedure and check how many were admitted here. With the consultant's agreement, call some to ask what held them back. Cost and insurance doubts usually surface first.
Cost estimates given against admissions
Log every written estimate given at the billing desk with the package and the insurer or TPA. Check which led to an admission. A package estimated often but rarely admitted needs its estimate explained better.
Health check packages and later consultations
Count preventive health check bookings by corporate tie-up, walk-in, website and camp, then check how many of those people later booked a specialist consultation. It shows which channel brings patients back.

Who it is for

This is written for these hospitals.

  • Multi-speciality hospitals
  • Single-speciality hospitals, maternity, orthopaedic or eye
  • Nursing homes
  • Day-care surgery centres
  • Corporate hospital chains with several branches
  • Diagnostic-centre-led hospitals
  • Hospitals attached to medical colleges
  • Government-empanelled private hospitals

Not for

It is not the right fit if.

  • Enquiries are logged on paper and admissions in the hospital system, with no shared reference to match one to the other.
  • You want the numbers to compare your hospital with a neighbour, when each hospital's mix of departments differs.
  • No one will own the figures, so a dashboard would be built and then left unopened.

How it works

How the sales metrics work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Review current metrics

    We open the enquiry register, quotation file or CRM your figures come from and check how each person counts the same number. Different definitions of one word are the usual finding.

  2. 2

    Pick the few that matter

    We list the decisions you make in a review and keep only the metrics that inform one. A metric nobody acts on is dropped.

  3. 3

    Write the definitions

    Each metric gets a formula, inclusion rules, a source record and a named owner. You sign these off before anything is built.

  4. 4

    Build the scorecard

    A simple report is built from those records, with the definition printed beside each figure. We spot-check it against the source records.

  5. 5

    Train the team

    We run your first review with you on the scorecard, so the habit of reading it starts with real numbers.

Proof

What happened when owners fixed this.

Real clients, the work we did, and the result as it was recorded. Where no number was recorded, none is claimed.

All case studies

  • Chord Road Hospital

    Situation
    Patients who knew the hospital trusted it. Patients who searched for a department or a treatment in the area did not find it.
    What we did
    • Website rebuilt around patient needs
    • Search visibility
    • Social media on a schedule
    • Review management
    Result
    • Organic traffic increased 60% within six months
    • Online appointment bookings increased 40%
    • Social following grew 45%, and engagement on it rose 70%
    Read the case study

  • Nanda Arthritis and Rheumatology Center

    Situation
    There was no website, so a patient looking for a rheumatologist had no way to learn about the centre. Enquiries were few, and the ones that arrived came by word of mouth.
    What we did
    • A website for patients
    • Search work
    • Google Business and reviews
    • Lead capture and advertising
    Result
    No numbers were recorded for this engagement. The work is described in full in the case study.
    Read the case study

Also worked with

Curtain Label · Difesa Security Services · Felicity Inn · Hands On CSR · Implevista · Kambar Group · Kalessi · Kerur Pain Clinic · LL Trust · Lucky Deals · Natural Gases · NavaShakthi Souhardha · NewCom Logistics · Proton Technical Services · SB Engineering · Shakthi Foundation · Shakthi Group · Urbanest · Insyde Studio · Venkateshwara Laser Tech · Vivara Studios

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 1, prospecting and lead generation. The audit comes before it, and sales management keeps it running.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2 · you are here

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Our OPD is full, so why are admissions down?
Footfall and admissions are two different numbers. Track enquiries by department against admissions from that same department, and the drop-off shows up in the department where it is happening.
How often should metrics be reviewed?
Monthly with the administrator and department heads, using the enquiry record rather than memory.
Our admissions are in the hospital system but enquiries are on paper. Can the two be matched?
Partly. Record a phone number with every enquiry, then match it against new registrations in the hospital information system. Matching by number misses some patients but finds enough to show which department turns enquiries into admissions. Keep the matching inside the hospital's own systems, so no patient data leaves them.
Our numbers swing with the fever season and festival holidays. How do we read a quiet period?
Compare each department with the same season last year, not with the period just before. Medicine and paediatric admissions rise with monsoon fevers, while planned surgeries dip around festivals and school exams. Planned procedures such as joint replacement and cataract surgery are the fairest test of your own sales work, as they depend less on the season.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever this work touches, such as your website, your accounts or your enquiry record, and time with the people who handle your enquiries.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

From the blog

Further reading for hospitals.

All articles

More for hospitals

Everything else we would do for you.

Closest to this: sales craft

Also for hospitals

Or start from the overview: sales and marketing for hospitals.

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