VIEWPOINT FROM CLINICAL PRACTICE we study for less time than a physio or osteopath . While we do study for less time , we are fully qualified in our area of expertise .
Furthermore , day spas and retreats can and do charge upwards of 150-200 % more than the average massage provider . Therapists at these venues do not train for longer than a massage student , but these businesses are comfortable with charging much higher rates than we are . This tells me that it is not our level of training that limits our pricing . For me , it is a deeper fundamental issue that our industry has . I believe our industry attracts people who care . People who genuinely want to help another person , and who are not motivated by money .
Furthermore , many therapists focus solely on treating clients , and never invest in growing their business knowledge . They perceive themselves as micro businesses and solo operators , and fail to envision the impact and business success that they can have . While they are skilled in massage techniques , anatomy , and physiology , they remain unskilled in marketing , finance , and business administration . To have a sustained career we need to receive regular payment , be able to limit our clinic hours , take sick leave and holidays , afford mortgages and groceries , and that does not occur without business acumen .
As an industry we need to acknowledge and own the skillset that sets us apart . What we create as massage providers is bespoke and is a limited edition . When something is a limited edition , it carries the expectation of exclusivity and prestige . A massage cannot be mass produced . There is a finite number of massages that a therapist can perform on a given day , week , or month , particularly if we want to ensure that our last massage is as good as our first . Also , clients pay for a set period of time with us . If a client pays for a 60-minute treatment , they expect a 60-minute treatment . And there are only so many 60 minutes in any given day .
We spend months and years training , learning , and perfecting our craft . We tailor our knowledge and expertise to improve and support our clients ’ health and well-being . There is a cost involved in training and the setup to provide a massage treatment . We also provide our clients with an experience that is personal , caring , and high touch ( no pun intended ). When we take all of this into consideration , we then start to understand the need to price our services accordingly .
I have been teaching Undertake Small Business Planning from the national training package since 2018 . I have added to the prescribed coursework and also teach my students how to work out their break-even point . One of my teaching goals is to instil in my students - the next generation of therapists - an abundant mindset when it comes to their pricing and profitability .
A break-even point is when the income of a business matches the expenses of the business , or in simpler terms , when you spend all the money you make . A business ’ break-even point is the least amount of money that a business can charge for their product or service . Many massage therapists do not know what their break-even point is , or how to work it out , and if that therapist is not making enough money to pay themselves and cover their business expenses , then they will only be a therapist for a brief time .
I have been fortunate on my business journey . I have owned and operated other businesses outside the massage industry , and it ’ s this diversification that has helped me see my massage practice and its business model from different perspectives .
I often describe business owners as technically savvy ( for their industry ), but not business savvy . Business owners must learn the value of working on their business , and not just in their business . Knowing about business administration , taxation , legal compliance , finances , marketing and pricing are as important as completing your next dry needling or anatomy course . We tend to ignore what we don ’ t know or feel overwhelmed by , and that becomes to our detriment .
In 2010 , we had to close a retail business that was unsustainable . After operating that business for 3 years , I realised that I needed to gain more business skills . We took the business over when a business partner exited , and the industry was completely foreign to me . I felt strapped into a rollercoaster for the 3 years we had that business , with the rollercoaster rocketing off before I was strapped in ! After it closed , I focused on improving my business knowledge . I subscribed to a business magazine , joined local networking groups , signed up for business seminars , webinars , and programs , and listened to business podcasts . This investment increased my knowledge , confidence , and capability .
The biggest shift regarding pricing my massage services happened in myself . It is a humbling experience to close a business , and the process allowed me to acknowledge and own the benefit and significance of the work we do as healthcare professionals . The work that we do is vitally important to our clients and communities . Not many other health provider spends an extended period of face-to-face time ( 60-minute appointments ) with their clients , as massage providers do . We provide holistic care and hands-on treatment . We build long-term relationships with our clients . Our work has a ripple effect across the health of our towns , cities , and nation .
Our industry has a place in the health ecosystem . For us to maintain and claim our space amongst our allied health counterparts we need massage practices that are financially viable and sustainable . We need to build financial acumen in the massage industry and speak openly about the full cost of opening , growing , and sustaining a massage practice . We need to respect our skills , value our expertise , and charge what we are worth .
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