A free diagnostic tool for health tourism owners and investors
How healthy is your sales team?
Get a financial and operational report on your sales team in 10 questions.
When sales stall, is it the salesperson or the system you built?
In 10 questions, see your hidden revenue leaks and how mature your sales system really is.
- Only 3 minutes
- 100% free, instant score
- Based on empirical research
Health tourism sales check-up
10 questions, one diagnosis.
For each question, pick the option that best describes your organisation. There are no right or wrong answers; your score shows the current system level of your team.
Question 1 · Team structure
Are your salespeople's duties separated from operational work?
Do their written job descriptions clearly exclude tasks they should not do: travel arrangements, appointment follow-up, aftercare (looking after the patient once treatment is over)?
Yes, salespeople focus only on persuasion and closing; operational work is assigned to other roles.Partly, it is agreed verbally but at busy times salespeople do everything.No, one salesperson handles everything from the first call to travel follow-up.Question 2 · Hiring and onboarding
Do your interviews test a candidate's sales skills in practice?
Instead of just asking "can you sell?": live objection handling, case simulations, and language and medical knowledge tests. STAR method: an interview technique where candidates describe a Situation, their Task, the Action they took and the Result.
Yes, we use the STAR method, role plays and written or oral knowledge tests.Partly, we only hold conversational interviews and check language skills.No, we decide based on the CV and years of experience only.Question 3 · Hiring and onboarding
Do you have a staged 30-60-90 day onboarding plan for new salespeople?
An orientation and ramp-up plan covering the first 90 days. Ramp-up: gradually increasing a new salesperson's targets over the first months.
Yes, 15 days of training, then supervised calls and full targets from month 3.Partly, a few days of orientation and then they start calling leads right away.No, we expect full performance and revenue from the first week.Question 4 · Performance and incentives
Do you measure your sales team on revenue alone, or on several dimensions together?
Only "how much revenue did you bring this month", or activity, results and CRM adoption together?
We measure activity counts, revenue results and CRM data discipline together.Partly, we look at activity and revenue but not CRM discipline.We only look at total patients and revenue at the end of the month.Question 5 · Performance and incentives
Do you track how many leads become consultations and how many become patients?
These rates let you separate individual performance from lead quality. Lead: a potential patient who reached you via a form, message or call.
Yes, we measure lead to patient conversion regularly and diagnose root causes.Partly, we know the overall conversion rate but cannot see bottlenecks between stages.No, when sales drop we cannot tell whether the problem is the leads or the salesperson.Question 6 · CRM and follow-up rhythm
Do your salespeople log every conversation in the CRM each day?
Are all notes in the CRM by the end of the day, and does the CRM work like an assistant that makes their job easier?
Yes, CRM data is over 90% up to date and part of the daily follow-up rhythm.Partly, we have a CRM but notes are incomplete or entered weeks later.No, work is tracked in Excel, WhatsApp or personal notebooks.Question 7 · Performance and incentives
Does your bonus scheme include tiered commission and a CRM data quality requirement?
Tiered commission: the rate rises as revenue grows, so selling does not stop once the target is hit.
Yes, the rate rises with revenue and CRM data quality is a mandatory threshold for extra bonus.Partly, we pay a fixed bonus or commission with no CRM or process requirement.No, we have no bonus scheme or payments depend solely on the owner's discretion.Question 8 · CRM and follow-up rhythm
Do you hold a weekly pipeline review on the CRM screen?
Pipeline: the list of open opportunities, that is prospective patients, across your sales stages. Pipeline review: a meeting where that list is reviewed one by one on the CRM and stuck cases are resolved.
Yes, every Monday we run a case by case unblocking meeting on the CRM.Partly, we meet but data comes from verbal updates, not the CRM.No, we have no regular sales meeting rhythm; we only meet in a crisis.Question 9 · Team structure
Once the team exceeds 8 salespeople, have you added a team leader layer?
A team leader (supervisor) for daily coaching and follow-up. Span of control: the number of people a manager directly supervises.
Yes, we limit each manager to 6-8 salespeople.Partly, the team is large but a single manager tries to coach everyone.No, the team reports directly to the owner with no management layer.Question 10 · Team structure
Can quotes, discounts and negotiations run on delegated authority, without you?
As the owner, can you run a structured process with defined authority limits instead of personally handling every quote, discount and negotiation?
Yes, the team handles negotiations within defined authority limits.Partly, they can give small discounts but the owner steps in on larger cases.No, no sale closes without my approval and involvement.
Answer every question to get your diagnosis
0 / 10 questions answered. Your score is calculated from 0 to 100 and points to one of 3 diagnosis levels.
Method
How is your score calculated?
Each of the 10 questions has three options: a systematic answer scores 10, partly 5, not at all 0. The total runs from 0 to 100 and places you in one of three diagnosis levels.
The questions are based on research into what drives sales performance. For example, the meta-analysis by Verbeke, Dietz and Verwaal in the Journal of the Academy of Marketing Science finds role ambiguity among the strongest drivers of sales performance; the role separation questions in this check-up build on that finding.
Source of the research (DOI)The 4 areas measured
Team structure · 3 questions
When salespeople drown in operations and the owner joins every negotiation, responses to leads slow down and the close rate drops.
Hiring and onboarding · 2 questions
Wrong hires and unprepared starts fail to turn the leads and salaries spent in the first months into revenue.
Performance and incentives · 3 questions
Looking only at revenue hides whether the problem is lead quality or the salesperson, and the bonus scheme stops selling once the target is hit.
CRM and follow-up rhythm · 2 questions
When notes live outside the CRM, follow-up calls are forgotten and warm leads go to competitors.
Three diagnosis levels
Critical risk · 0-40
Sales depend on people, there is no system
In your organisation, sales run on individual initiative rather than a system. A star salesperson leaving could wipe out your revenue. Lead data gets lost and the budget leaks heavily.
Fragile balance · 41-70
Growth is blocked and follow-up is leaking
You have taken steps in hiring and selling, but CRM discipline, role separation and 3 dimensional KPI measurement are missing. You want to grow, yet operational bottlenecks cap your revenue.
Corporate structure · 71-100
Systematic growth and fine tuning
Congratulations. Your organisation has a basic sales infrastructure and process awareness. What you need now is to scale the team and make the system autonomous with tiered incentives and delegated leadership.