When an employer says no, ask why and write the answer down. A no can be about timing, budget or a person who wasn't in the room. Each of those can change. Stay in touch on a schedule, and be ready when it does.
Ask for the reason
"Thanks for considering it. Can you tell me what got in the way?" Answers you may hear:
- Timing: benefits were already set for the year.
- Budget: costs went up somewhere else.
- The broker: it advised against it or didn't know DPC.
- Doubt: employees wouldn't use it.
Answer the reason, later
- For timing, note their next review date. How the benefits calendar works.
- For budget, offer a smaller start: a pilot or one group of employees. How to run a pilot.
- For the broker, offer to meet the broker directly. Working with brokers.
- For doubt about use, share how you get employees to their first visit.
Stay in touch on a schedule
One useful note every three months is enough: a short article, a local event, an invitation to visit the practice. Stop if they ask you to.
Keep a closed-lost list
In a made-up example, you pitch eight employers in a year and sign two. Of the six noes, four were about timing. That's four warm leads for next year, with dates already on the calendar.
What I'd do this week
- List every employer that said no in the last year and the reason.
- Add a follow-up date for each one.
- Pick one useful thing to send them this quarter.
Common questions
How many times should I follow up?
Every few months for a year or two, unless they ask you to stop.
Should I lower my price to win them back?
Not below your floor. Offer a smaller start instead.
What if they chose another DPC practice?
Wish them well and stay in touch. Contracts end and practices fill up.
Want to know your floor price before the next meeting?
We reconcile every account every month and send your P&L and Balance Sheet by the 15th, so decisions like this start from real numbers. If that's what you need, apply to work with us.