---
title: "Planning International Patient Acquisition | Sağlık Ajansı"
description: "The prerequisites behind international patient acquisition: authorisation, market choice, language capacity, enquiry flow, coordination and measurement order."
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*Medical-tourism guide*

# Planning International Patient Acquisition

International patient acquisition does not begin with advertising. It begins with a check on authorisation and capacity. The order is: authorisation status, one target market, response capacity in that language, a defined enquiry flow, and only then investment in visibility.

Sağlık Ajansı editorial team·Last reviewed: 22 August 2026

Most institutions begin at the advertising end and conclude six months later that advertising did not work. Usually the failure sits in the four steps that should have come first.

This guide sets out those four steps and who owns each one.

> Stages of an acquisition plan from authorisation check through to enquiry flow

## Who owns which stage?

International patient acquisition is not one department’s work. Some stages must stay inside the institution and cannot be delegated to an agency.

The table below sets out who does what, and what evidence shows a stage is genuinely complete.

*Acquisition stages and ownership*

| Stage | Owner | Evidence it is complete |
| --- | --- | --- |
| Authorisation and eligibility | Institution | Current authorisation and the list of covered treatments |
| Market selection | Institution + agency | A written rationale for choosing one market |
| Language capacity | Institution | A named person for that language and their working hours |
| Enquiry flow | Institution + agency | One record, a named owner and a first-response commitment |
| Content and site | Agency | A localised page live in the target language |
| Visibility investment | Agency | Campaign structure, negative list and conversion definition |
| Clinical assessment | Institution | Physician approval and a treatment suitability decision |
| Measurement and reporting | Agency | Periodic reporting against the qualified-enquiry definition |

## Which market should you start with?

The right answer is not “the largest market”, it is “the market you can answer”. In a market where nobody replies in the local language, even the best campaign turns enquiries into losses.

We select on three criteria: does the institution’s treatment scope match that market’s demand, is there response capacity in the language, and does the time difference make the response commitment impossible.

Three criteria for market selection

- Overlap between treatment scope and market demand
- A person or field editor able to answer in that language
- The effect of the time difference on first-response time
- Whether an intermediary or referral network already exists there
- Whether visa, travel and accommodation logistics are resolved

## Why start with a single market?

Opening four markets at once is the most common form of wasted budget we see. Split spend produces no meaningful data anywhere, and it becomes impossible to tell which market was working.

Once the flow works in one market, the second opens far more cheaply, because the enquiry process, measurement and content skeleton are already built.

Capacity limit

We size advertising volume to the number of enquiries the institution can handle each month. An unanswered enquiry is not only wasted spend; when that person shares the experience, it becomes a reputational cost too.

### Order discipline

No visibility spend before authorisation, language and flow are complete.

### Single market

A second market opens only once the first one’s flow works.

### Capacity match

Demand volume is bounded by response and treatment capacity.

*Working sequence*

## How we move, step by step

1. 01**Authorisation and scope check**Authorisation status and covered treatment areas are verified.
2. 02**Market decision**One starting market is chosen on three criteria, with the rationale written.
3. 03**Response capacity setup**Who answers, in which language, during which hours, is put in writing.
4. 04**Flow and content**The enquiry flow is defined and a page goes live in the target language.
5. 05**Visibility and measurement**Campaigns open and are measured against the qualified-enquiry definition.

*Official sources*

## Primary sources for acquisition planning

Links are general guidance; review current texts with your legal team.

*Frequently asked questions*

## What institutions ask most about this

### Can we start without authorisation?

Accepting international patients requires authorisation. Preparation work — site, content, flow design — can run while the application is in progress, but we do not begin promotion or advertising before the authorisation is complete.

### Should we work through intermediaries or directly?

The two are not exclusive. Intermediary channels bring volume quickly but weaken control over brand and price; direct channels build slowly but last. In most institutions both run, kept separate in measurement.

### When will we see first results?

On the advertising side, first meaningful data appears within four to six weeks. Time to appointment and treatment varies by procedure: weeks in dental and hair restoration, months in surgical fields.

### How many languages should we support?

Usually two at the start: Turkish and the target market’s language. English does not carry every market; in Germany and the Gulf the local language makes a marked difference.

### Can we use patient testimonials?

Promotion regulation limits material that creates an expectation of outcome in health services. Testimonials and experience accounts fall inside that limit, so we advise against using them in advertising.

### Should we publish prices?

Instead of a fixed price we recommend publishing scope: what is included, what is not, and what changes the price. That is both safer under regulation and more useful to someone at decision stage.

### Our institution is small. Is this for us?

Scale is not the determining factor; capacity is. A clinic that handles five international patients a month properly outperforms a hospital that leaves fifty enquiries unanswered.

*Related topics*

## Continue with a related page

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