Use one reference practice for every quote
Write down locations, billable users, required modules, monthly card volume and card transaction count. Use the same assumptions with every vendor. A proposal for one location and three users cannot be compared fairly with a proposal for two locations and eight users.
List functions that will remain outside the platform, such as accounting, specialist charting or lead management. Keep their recurring cost in the comparison if it changes between proposals. Do not count an existing tool as a saving until the team has demonstrated the replacement workflow and confirmed it can end the old contract.
Separate cash expenses from the value of staff time
Implementation invoices and subscriptions are cash expenses. Training and configuration also consume capacity even when no overtime is paid. Show those internal hours as an explicit assumption rather than hiding them inside a vague migration allowance.
The total-cost calculator includes both cash fees and valued staff hours. Its total is an economic comparison, not a cash-flow statement. If you want a cash-only view, enter zero for the hourly staff-time value and record why. Do not treat time released as a reduction in payroll unless that reduction will actually occur.
Model what changes the decision
Create a reference case and a more demanding case. Increase billable users, required add-ons or processing volume to see whether the ordering changes. If a small change reverses the result, confirm that input before signing.
Processing fees are especially sensitive to volume. Ask vendors for the same payment channels and card mix. A blended rate in the calculator is a planning input, not a promise that every transaction will have that rate. Include fixed per-transaction charges separately.
| Cost layer | Input to collect | How to compare |
|---|---|---|
| Recurring software | Location, user and add-on fees | Same practice size and period |
| Payments | Blended rate and transaction fee | Same card volume and count |
| Transition | Setup, staff hours and overlap | Separate one-time amount |
| Exit and renewal | Notice dates, export fees, increases | Document outside the fixed-rate model |
Require evidence for an ROI claim
Identify the specific work that should improve and establish a baseline. For example, record weekly time spent reconciling memberships before estimating the hours a new system could release. Keep optimistic recovery assumptions separate from contracted costs.
An appointment that might be recovered is not guaranteed revenue, and gross revenue is not profit. Evaluate service capacity and incremental delivery costs before assigning a benefit. The calculator deliberately compares costs without assuming new bookings, higher retention or revenue growth.
Choose the next question
If cost is close, investigate workflow fit and migration risk. If one quote is much lower, verify that it includes the required plan, payment arrangement and add-ons. Price can narrow a shortlist, but it cannot validate a missing requirement.
Find options for my practice budget
Compare candidates against your practice profile. Review evidence gaps, then verify the exact workflow and quoted plan in a demo.
Find options for my practice budgetSources & editorial approach
Reviewed October 19, 2026. Workflow examples and checklists are original editorial guidance. Vendor documentation describes vendor claims; verify the quoted plan and configuration. Examples are illustrative and do not establish outcomes.
Clinical content describes software evaluation, not treatment protocols. Have the appropriate professionals review clinical and legal requirements for your practice.
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