Regenerative Medicine Pricing Strategy: Where Do You Start?

A regenerative medicine pricing strategy starts with five decisions, made in order, and the number doesn’t show up until the third one. First you decide what the practice is known for and which service leads. Then you work out what one visit costs you to deliver. The price comes after that, and then how your team says it and when you review it.

TLDR: Most practices skip to the number. And the two mistakes I see most are overcharging and underpricing. A regenerative medicine pricing strategy is five decisions, in order. What you’re known for, what a visit costs you, how you charge, how your team says the price, and when you review it. Each decision has an owner, and whatever you say about price has to be true and clear, with no promise about an outcome.

Important Note

This article is for educational purposes only and does not constitute legal, medical, or regulatory advice. Marketing strategies discussed should be reviewed by qualified legal counsel before implementation, particularly regarding FDA, FTC, and state-specific advertising regulations. Regen Portal is a marketing and consulting company, not a law firm.

Some practices overcharge, because they don’t know their true margins. And some underprice, because the owner believes volume beats not selling at all. Those are the two pricing mistakes I see most, and they look like opposites.

And where do the prices come from in the first place? Most practices build their consult and series pricing out of three things: a competitor’s posted price, whatever ChatGPT suggests, and the number the supplier recommends.

So where does a regenerative medicine pricing strategy actually start? I’d say it starts two decisions before the number. Keep reading for the order, who owns each decision, and what your price language may and may not say.

The Short Answer: A Regenerative Medicine Pricing Strategy Is Five Decisions

A regenerative medicine pricing strategy is five decisions, and you make them in order. You decide what you’re known for, then what a visit costs you to deliver, then how you charge. After that comes how your team says the price, and then when you look at it again.

Why does the order matter? Because each decision leans on the one before it. You can’t price a series if you don’t know what one visit costs you. And you can’t know which service to price first if you haven’t decided which one leads.

The order is the same if the whole practice is cash-pay or if this is one service line inside an insurance practice. One thing does change. If you bill insurance or Medicare for anything, ask counsel how that affects what you can charge in cash.

Here are the five, with the question each one answers and who I’d have own it.

What this means for your practice: Read down the right-hand column. If you can’t put a name next to each decision, that’s where I’d start.

Why Do Positioning and Service Lines Come Before the Number?

Positioning and service lines come first because they tell you what you’re pricing. Positioning is what the practice is known for. The service line hierarchy is which service leads and which ones support it, and until that’s decided, any number is a guess.

When we take a practice through consulting on positioning and pricing, the work covers four areas in a fixed order. It opens with positioning and service lines. Pricing comes second, together with the cash-pay model. Referral and relationship development is third, and measurement is last.

Why that order? Let’s say you offer four services and you price them all in the same week. Which one is the practice built around? If you can’t answer that, then every price is just a number next to a name.

There’s another reason. The higher your price point, the higher the credibility bar your brand has to clear. So the price and the positioning get decided together, or one of them is going to be off.

And what if the service line is new? Then pricing sits even further down the list. When you’re launching a new service line, regulatory fit, the supplier, training and consent all come before it. The front desk and the marketing come after.

Who owns this decision? The owner. Nobody else can decide what the practice is going to be known for.

Cost of Delivery: The Floor Nobody Calculated

Cost of delivery is what it costs the practice to deliver one visit, and it’s the floor under your price. Most practices I talk to didn’t start there. They borrowed the price from somewhere else.

Go back to those three things from the top of this article. A competitor’s posted price tells you what they charge, and it tells you nothing about what it costs them to deliver. ChatGPT can give you a starting point, and that’s a fine use for it. What it can’t see is your costs, because nobody ever published them.

And the supplier’s number? Ask where it came from. The supplier knows what the product costs you, but your room and your staff’s time aren’t in that number. We work with manufacturers and distributors as well as clinics, and so I see both ends of that conversation.

Now take the two mistakes I opened with, the overcharging and the underpricing. I think both go back to the same gap. The cost math never got done.

Hard now, easy later. Doing the cost math is the hard-now part of a regenerative medicine pricing strategy. You add up the product, the provider’s time, the staff’s time and the room for one visit, and nobody enjoys it. But once you have the floor, every decision after it gets easier.

When we do this with a practice, the pricing is built from cost of delivery rather than from a competitor’s posted price. Who owns it? The owner, with whoever keeps the books.

Structure: The Consult, the Single Visit and the Series

Structure is how you charge, and there are three pieces to decide. The consult, the single visit, and the series, which is a set of visits sold together. You decide it after the cost math, because this is where the floor turns into a price.

Start with the consult. Should you charge for it? I’d ask what the consult is before I’d answer.

If the provider is in the room doing a full evaluation, that’s time, and time is in your cost of delivery. So decide what the consult is first, and then decide if it has a price.

Then the single visit and the series. Did your series price come from your single visit price, or did the two get made up on different days? They should come off the same floor.

And keep the structure easy to follow. Patients paying your price in cash are spending their own money, so they look into things longer and trust comes slower than with an insured patient. If they can’t follow how you charge, how are they going to trust the number?

One more thing on the series. In a cash-pay practice, a high cost is one of the things that pushes follow-up out. So look at what happens after the first visit. Is the follow-up in the price, or is it a new decision every time?

The owner and the provider decide this one together.

The Price Conversation: One Version, Two Roles, No Promises

The price conversation is the price talk written once and said the same way by your provider and your front desk. One version, two roles. And whatever it says, out loud or on a page, has to be true and clear, with no promise about an outcome.

Why one version? The price conversation is improvised in almost every practice I sit down with. Let’s say a patient hears one number from the provider during the visit, and then a different one from the front desk on a call. Which number do they trust?

So write it down, and have both of them in the room when you do. A cash-pay patient pays out of pocket and researches carefully, and to that patient a clear price signals trust. When we do this with a practice, it ends as one price conversation that both roles deliver.

Now the written side, your price page and your posts. The FTC covers it in one sentence on advertising claims. Claims in ads “must be truthful, cannot be deceptive or unfair, and must be evidence-based.”

Here’s how I read that for a price page: if you post a price, it has to be the real price, and what comes with it has to be clear. The number has to be the whole price, with every fee the patient must pay already in it. A “starting at” price is misleading when fees are added later. Keep fee lines out of the fine print and out of checkout, and have counsel read the page.

Then there’s the outcome. The FTC’s health products guidance, published in December 2022, says a marketer is “equally responsible” for claims “suggested or reasonably implied in advertising.”

So I’d treat a price line like “one series and you’re done” as a non-compliant example, because it implies a result. Tie the price to what’s included. Fee advertising rules also differ by state board, and so counsel decides the final wording.

When Should You Review Your Regenerative Medicine Pricing Strategy?

Review it on a set date, and pick that date the day you set the price. I’d also review it any time your cost of delivery changes, like a new supplier or a new hire. What I wouldn’t do is move the price every time somebody says it’s too high.

Here’s what I see instead. Most practices reprice on market feedback.

Let’s say a patient pushes back, or a competitor posts a lower number, and the price moves that week. Is that a review? I’d call it a reaction.

So what does a review look at? The same five decisions, in the same order. Has your cost of delivery changed? Are the provider and the front desk still saying the same thing?

And then the numbers. The measurement piece of our consulting is a short monthly scorecard. It tracks retention, referral sources, service line mix and conversion, and it’s tied to revenue. A marketing report can be full of numbers that look nice and say little, so I’d build the price review on numbers that matter.

Who owns it? The owner, the same person who owns the first decision. And do you know which decision your price came from?

Imagine a Practice That Skipped to the Number

Imagine a solo practice where one medical assistant runs the front desk and the phones, and a bookkeeper comes in once a month. It just added a regenerative service line and needed a price fast. This scenario is illustrative and does not describe any Regen Portal client.

The Challenge: The owner took the price from a competitor’s website and from what the supplier suggested. Nobody knows what one visit costs to deliver, and the provider and the front desk say two different numbers.

The Approach: The owner goes back to the first decision and picks the service the practice leads with. Then the owner and the bookkeeper do the cost math for one visit. From that floor they set the structure, and then they write one price conversation for both roles.

The Compliance Check: Before anything goes on the website, the owner reads every price line and asks one question. Does this promise an outcome? Then counsel checks the fee wording against the state board’s advertising rules.

What Changed: The provider and the front desk say the same thing now, and there’s a review date on the calendar. I can’t tell you what that does to revenue, and I wouldn’t promise it to anybody. But now the price has a reason behind it.

Frequently Asked Questions

Where Does a Regenerative Medicine Pricing Strategy Start?

It starts with what the practice is known for and which service leads. After that comes cost of delivery, then the price structure, then the price conversation, and then the review. The number doesn’t show up until the third decision, and so I wouldn’t start there.

Should I Charge for the Consult?

It depends on what the consult is. A full evaluation with the provider takes time, and that time is part of your cost of delivery. So decide what the consult is first. Then decide if it has a price, and have everybody say it the same way.

Should Every Provider in the Practice Charge the Same?

For the same service delivered the same way, I’d start from one price. Your cost of delivery can change with who’s in the room, so run the math for each provider. If the prices end up different, give the team one clear reason they can say out loud.

How Do I Explain a Price Without Promising a Result?

Tie the price to what’s included, and leave the outcome out of it. Say what the visit is, who does it and what follow-up is in the price. The FTC’s advertising basics page says claims in ads must be truthful and evidence-based. So I’d take any price line that hints at a result to counsel.

What Do I Do If a Supplier Tells Me What to Charge?

Treat it as one input, and then do your own math. A supplier can tell you what the product costs, and that’s one part of what a visit costs you. So ask where their number came from. Then build your price from your own cost of delivery.

Key Takeaways

• A regenerative medicine pricing strategy is five decisions made in order.
• Positioning and service lines come before any number.
• Cost of delivery is the floor under your price.
• The provider and the front desk deliver one price conversation.
• Price language has to be true and clear, with no outcome promise.
• Put the review on the calendar and give it an owner.

Ready to Grow?

Pricing is the second thing we work on with a practice, right after positioning and service lines. We map the practice as it runs on one page, and we go through the decisions in order.

Are you about to set a price, or change one? Then I’d start at the first decision and work down the list.

PS: Maybe you have a price sheet and you can’t say which of the five decisions each number came from. Send it to me and I’ll take a look.

Email: hello@regenportal.com

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About Regen Portal

Regen Portal is a marketing and consulting company built for the regenerative medicine industry. We handle practice consulting, marketing compliance, search engine optimization, content creation, social media management, paid advertising, website development, branding, and AI and ops consulting for clinics, manufacturers, distributors, and independent providers. For more on me and how we work, visit Regen Portal and contact us.

About the Author

Oscar Tellez is the founder of Regen Portal, a marketing and consulting company built for the regenerative medicine industry. He has been in this industry since 2015. He started in medical sales and has worked with PRP since 2016. He has reached hundreds of practices and over 200 doctors through sales, teaching and marketing. He holds a B.S. in Exercise Science and Health Promotion from Florida Atlantic University.