Family inquiries, separated by service line
Not total form fills. Which of your service lines someone was asking about, so referral patterns and gaps are visible.
Industries · Home Health
Digital presence for home health, hospice, and senior care
Almost nobody searching for home care is searching for themselves. It’s a daughter three states away, at eleven at night, after a fall or a diagnosis or a phone call that didn’t sound right. We help home health, hospice, and senior care providers be findable and legible in that moment—and, just as often, help them hire the people who do the work.
The buying journey
How families actually arrive
The search rarely starts calmly, and it rarely starts with your name:
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Something happens, and the family starts reading
A fall, a discharge date, a diagnosis. The first searches are about the situation rather than the service—what to do, what it costs, whether Medicare covers it.
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They discover the categories are confusing
Home health, home care, private duty, hospice, palliative. These are different services with different rules and different payers, and to a family in week one they all sound like the same thing.
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A professional often points them somewhere
A discharge planner, social worker, or physician gives them one or two names. Then the family looks those names up—and what they find decides whether the referral survives.
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They call, and how it feels decides it
By this point the choice is between providers who look broadly similar. Who answers, how quickly, and whether the person on the phone can explain what is covered tends to matter more than anything on the website.
Sound familiar?
- Families can’t tell your service lines apart, so the wrong ones call you and the right ones don’t.
- Recruiting and marketing compete for the same budget, and nobody can tell you what either one produced.
- You’re licensed by county and your site talks in cities, so half your territory never shows up.
- Your branch listings have drifted apart—different hours, old numbers, missing service lines.
Where we'd usually start
This is the rare industry where measurement comes first. Your site serves two audiences at once—families and prospective caregivers—and most agencies can’t separate them in their own numbers, which turns every budget conversation into a matter of opinion. Getting the two apart, and getting inquiries attributed to a service line, is finishable, and it changes what every later decision rests on.
Analytics & Lead TrackingOften alongside or after
- Google Business Profile One profile per branch, matched to the counties each is licensed for rather than the city it sits in.
- Content Strategy For the questions families ask before they know what to call the thing they need.
- AI Automation Intake and applicant follow-up are usually both slower than anyone intends.
Two audiences
What makes home care unlike other local services
Four things shape this work that don’t apply to most local businesses:
The site is also a hiring site
Staffing is usually the binding constraint—growth is limited by caregivers, not by demand. So the same website has to convince a family to trust you and convince a CNA to apply, and those are different arguments. Agencies often end up with a careers subdomain precisely because the two wouldn’t fit on one site.
Content and spend point in different directions
Most of the writing serves families, because that’s what a website feels like it’s for, while a growing share of the advertising chases applicants. That split can make sense—but it should be a decision rather than a drift, and you can only see it if the two are measured separately.
The searcher is not the patient
Usually an adult child, frequently out of state, often reading at night in a hurry. Copy written to the person receiving care misses the person doing the choosing, and the two want quite different things from a page.
Coverage is drawn in counties
Licensure and service areas follow county lines, and branches routinely cover a dozen of them across a state border. Sites almost always describe this in cities instead, which is how an agency ends up invisible in half the places it’s licensed to serve.
None of this is a reason to market harder. Most of it is a reason to be clearer about who a given page is for.
Not sure any of this is your actual problem?
Tell us what's happening in your business and we'll tell you where we would look first. If the answer is that nothing needs doing yet, you'll hear that instead.
Fit
Is this a good match?
Likely a fit if
- You run more than one branch, or one branch covering several counties.
- Hiring is at least as much of a constraint as demand.
- Someone can tell us which service lines are licensed where.
Probably not if
- You want us to handle clinical or compliance content. We’re not clinicians, and that work belongs with people who are.
- You need help with EMR, billing, or scheduling systems. Those are platform decisions—we’d help you think them through rather than implement them.
- You’d like patient information involved in the marketing. Patient data stays out of the marketing side entirely, and that boundary doesn’t move.
First look
What we'd inspect first
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Whether a family can tell your service lines apart
Your service lines described in the words a family would use, and separated well enough that the right person calls the right line.
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How the two audiences are separated in your numbers
We’d look at whether family inquiries and job applicants can be told apart at all. Very often they can’t, which is what makes the budget conversation unresolvable.
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Your counties, as the website tells it
The counties each of your branches is licensed for, against the places your site and profiles name. The gap between the two is usually large and entirely fixable.
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Each branch’s profile, compared with the others
Multi-location agencies drift. We’d check your hours, numbers, service lines, and categories branch by branch rather than in aggregate.
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What happens to an application after hours
We’d submit one the way a caregiver would, on a weekend. In a market this tight, a candidate who waits until Monday has usually already accepted something else.
Measurement See our impact and measurement framework
How we'd measure progress
Two audiences means two sets of numbers, and mixing them together loses both. We’d baseline them separately, and none of these are promises.
Applications, and cost per hire
Tracked as its own funnel, with its own spend, since hiring is usually what limits growth.
Time to first response, both sides
How fast a family hears back from you, and how fast a candidate does. The second is usually worse and easier to fix.
Visibility across the counties you serve
Where each branch appears for care searches in the areas it’s licensed for—rather than one average across the organization.
Common questions
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Yes—home health, hospice, private duty, pediatric private duty nursing, and waiver-funded programs. They’re different services with different payers, which is why a site that treats them as one thing sends families to the wrong place.
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Either can work. A separate careers site gives hiring its own voice and its own measurement; the cost is a second thing to maintain, and the two drift apart. We’d rather help you decide that deliberately than inherit whichever happened.
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By staying outside it. We don’t touch protected health information, we don’t put patient details into marketing systems, and we set analytics up so it can’t collect what it shouldn’t. If something would cross that line, we say so and stop.
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Yes, with one caveat. Each branch is a real staffed office and should be listed as one—but its service area needs to follow the counties you’re licensed for, not the city the office sits in. That mismatch is what makes a well-run agency invisible across half its territory.
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The measurement and branch-listing work most agencies start with is a defined project at a fixed, quoted price that scales with the number of locations. Ongoing management is month-to-month and only worth recommending when the work genuinely recurs—we’ll tell you plainly which your situation calls for.