The WordPress.com stats helper monkeys prepared a 2011 annual report for this blog.
Here’s an excerpt:
A New York City subway train holds 1,200 people. This blog was viewed about 6,300 times in 2011. If it were a NYC subway train, it would take about 5 trips to carry that many people.
Whether playing golf or hitting a baseball, “follow thru” is critical for consistent success. The same 
is true in sales for a senior living community. Move-ins are a process and not an event. Simply running an ad in the newspaper or holding an open house is NOT ENOUGH!
What is needed is a systematic approach to prospect management AND the discipline to follow and adhere to that system. The system doesn’t have to be fancy or complex – an industry leader successfully utilized a manual system for years. But, it needs to maintain pertinent data about the prospect, track all activity and establish suspense dates for periodic follow thru.
Of course, the system is not enough by itself either. The process starts with “getting the right people on the bus[1]” Does this mean always hiring a super salesperson – someone who can sell ice cream to Eskimos?
Is the ability to sell senior living a natural, “god-given” talent that can’t be learned?
Anyone who has ever networked or established a relationship with someone else can be taught how to successfully build occupancy for their senior living community.
So, what makes a person “right” for the job? Attitude, a desire to help and serve the aging population, willingness to learn and a drive to accomplish something are often more desirable traits than are technical skills.
“This is a very simple game. You throw the ball, you catch the ball, you hit the ball.” is a famous quote from the movie Bull Durham. Strategy (e.g. bunt, steal, intentional walk) can be complex, but continuous success depends on these basics.
The sales process for senior living should also be kept simple. The basics are a good game plan, effective training and then consistent and relentless follow thru.
Some of the steps in the sales process can be viewed in a downloadable PowerPoint presentation by clicking here. This game plan should follow the sports axiom: good offense starts with good defense.[2] In senior living, providing an exceptional experience for the current residents “defends” against unwanted move-outs and provides positive feedback to potential new residents and their families.
There is no “magic pill” that works everywhere. A customized game plan must be created based upon each unique situation, just as a winning coach prepares differently for each opponent. A building with a low number of prospects needs to focus on filling the top of the “funnel” with marketing, advertising and branding efforts. Others may need sales training / reinforcement, or even changes in personnel.
Over time, most facilities take on the personality of the local manager(s). Efforts should be taken to understand the local culture and select a manager with a similar background and personality. For instance, an urbanite with a high energy level who is used to a rapid pace, quick decision-making and a direct (in your face) approach to problem-solving may be a “duck out of water” if assigned to a rural facility. So, in addition to getting “the right people on the bus”, senior management needs to get them “in the right seat”.
Senior living clientele have had success in their lives and are generally smart and sophisticated shoppers. They will want to become “part of a senior living community that shares common interests, values and/or resources[3]”, but will also be attracted by local management with a personality similar to theirs.
They will build a relationship with the prospect one step at a time by:
Following this approach, a number of people who said, “I’ve never sold anything in my life!” became successful at filling senior living buildings. In training, they were shown that many networking techniques (similar to those used in a job search) had direct application in this process. They were taught to use the following techniques: READ MORE:
Relentless Follow Thru applies to all levels of the organization, which must present a consistent message from the top-down. Initial training, weekly sales calls, regional or companywide meetings, and mini-marketing workshops can be effectively utilized to establish targets, monitor performance, and reinforce adherence with the prospect management system.
Ultimately, however, players must be put into the game and empowered to make decisions in order to build their self-confidence. This will present continuous “coaching” or personalized mentoring opportunities. Certain individuals need their high-pressure sales instincts to be toned down. Others need coaxing and hand-holding until they develop their comfort-zone.
Positive reinforcement should be given for “wins” and emotional support for “losses”, with on-the-spot adjustments to procedures and techniques and additional training when necessary.
“HOT” Prospects – the small percentage of prospects who are likely to move-in within the next 90 days – should receive a greater degree and frequency of sales efforts. An individual can turn hot at any step in the relationship building process – there is no exact formula as to when that will happen. They may simply say that they’re “ready”, but often some event in their life causes a change in their status. Examples might include a fall, death of the spouse, or loss of independence.
The key is that relentless follow thru will enable you to know when these events happen and be there to provide support, answer questions and offer a SOLUTION.
A customized strategy should be created for each hot prospect. Responsibility should be assigned and timing intervals established for facility visits, home visits, phone calls and invitations to activity programs or meals. Determine which features and amenities to highlight, as well as which unit(s) to target as “available”. Make sure that it’s clearly understood who has the authority to make price concessions to “close” the deal.
It is helpful to notify ALL staff members and expect the unexpected (e.g. prospect showing up when the designated in-house contact is unavailable). Selecting a resident ambassador(s) and including them in the sales strategy can also be effective.
A Final Observation
Stuff happens causing a senior’s situation to change drastically overnight. Don’t lose an OPPORTUNITY by delaying your follow-thru. Be relentless in pursuing every available means to build a bond with every prospect.
[1] “Good to Great” by Stanford Professor Jim Collins, 2001
[2] Lady Vols Basketball Coach Pat Summitt is the all-time winningest coach in NCAA basketball history, men or women, in any division with 1071 victories and an 84+% win rate at the University of Tennessee from 1974 to current. She was the first U.S. Olympian to win basketball Gold Medals as both a player and coach.
[3] “Boomers Redefine Retirement Living”, Sally Abrahms, AARP Bulletin, April, 2011
The following techniques enable senior living communities to establish strong personal relationships with prospective residents. These relationships are often critical to the prospect’s move-in decision.
1. Establish common ground. Build on the prospect’s expressed interest in senior living. It is often helpful to share aspects of your own life that will appeal to the identified interests of the prospect (e.g. a favorite pet).
2. GIVE something of “value”. Take a plate of baked goods or other small gift when visiting the prospect in their home. Begin a phone call by discussing a topic of general interest to seniors (e.g. H1N1 flu shots) including happenings at your facility. Senior citizens will generally value the time you spend with them.
3. Make the contact about THEM. Tell the person that they are important and show you care about them as an individual – not just as a potential customer. Be sincere in doing or saying something that will brighten their day. Respect their time by asking if “this is a convenient time, or should we schedule a specific time tomorrow?”
4. Have a REASON TO CALL. Of course, you want a move-in, but that is NOT the reason for the contact. Your PURPOSE might be to invite them to an event or simply to follow-up about something that was going on in their life. THINK: Which statement is more likely to receive a favorable response?
“Hi, I’ve got a one bedroom unit open”; or
“Hi, the last time we spoke, you were planning to attend your granddaughter’s wedding – how was it?”
5. Do your RESEARCH. If everyone has recorded notes after each interaction, a wealth of information before contacting the prospect. Identify potential topics of conversation by reviewing information about the spouse (living or dead), children’s and pet’s names, where the family goes to church, likes and dislikes, what they did before they retired, and clubs they’re interested in (e.g. “Red Hatters”).
6. Ask questions. The elderly are ignored by many people in our society who fail to show the dignity and respect they have earned for their life accomplishments. By inquiring about their life, you demonstrate appreciation and help them to feel “worthwhile”. You will be amazed at what you’ll learn and may even find that you really LIKE the senior. In turn, this friendship will provide you a competitive advantage when it becomes time to move into a facility.
7. Don’t sell. Listen. This is probably the biggest mistake made by new managers / sales people. They are so concerned about listing all of their features and amenities that they forget to listen to what the prospect is trying to tell them. THEN, and only then, will they know which points to emphasize in subsequent contacts.
8. Play Sherlock Holmes. The vast majority of residents don’t move into an independent or assisted living setting unless they 
have a NEED and have experienced a fairly recent LOSS. Interestingly, couples frequently make the first inquiry, but only the surviving spouse will move-in. Seniors are often reticent about disclosing their concerns. Yet, by discovering their unmet need(s) and presenting your services as a solution, you can generate a move-in.
9. Plan the Work. Getting move-ins is a numbers game. Successful buildings will have 5 to 15 prospects (depending on the level of care) for each unit. Different members of the sales team should be assigned a specific target of contacts (i.e. phone calls, personal visits, tours, etc.) for each day / week. Goals should be set for “contacts made” and not just attempts – it may take 5 or more attempts for each successful contact.
10. Work the Plan. Your sales efforts must be a PRIORITY. Set your target and then follow your plan every day. This is what relentless follow-up is all about. There will always be a reason why you can’t get out of the building for a home visit or make all of the assigned phone calls. You must be self-disciplined to not accept these excuses and find a way to meet your targets.
11. Make every contact a QUALITY interaction. Remember that the ultimate goal is to “score” a move-in. Making calls in which you fail to “connect” with the prospect is simply wasting time. Instead of padding your statistics by mailing the activity calendar to everyone, select a handful of prospects to invite for a specific program that your research shows would interest them. Then follow-up.
12. Be Prepared for No Response. Have a customized message ready to leave on voice mail or a hand-written note to leave on the door if the prospect doesn’t answer the call or “knock”. Include a “hook” to prompt a return call.
13. Get away from the trite “Lunch and a Tour”. It’s formality lacks warmth and sincerity. Because everyone does it doesn’t mean it’s the best approach. It says “I want to make a sales pitch” with a structured agenda on my schedule. INSTEAD, invite them for a friendly “visit” and focus on their wishes. After chatting for a while, you will probably still get around to a tour – likely in response to some point or question raised by the visitor. It also becomes perfectly natural to ask them to stay for a meal.
14. Don’t expect to “Close”, but be Ready for the Opportunity. This is a major LIFE DECISION for the prospective resident. It usually takes time, so don’t put undue pressure on yourself or try to force the issue with a “hard sell” approach. It’s okay to ASK, but the prospect will generally let you know when “they’re ready”.
15. Never Give Up! At times, it seems as though you’re struggling up a mountain because of the lengthy sales cycle. Relentless Follow Thru will insure that YOU are there when the prospect is ready to make that move-in decision. Like the little blue engine in this adaptation of Watty Piper’s “The Little Engine That Could”, you should maintain a positive attitude and keep chugging!
The following adaptation of Watty Piper’s “The Little Engine That Could”[1] was created and first used as an inspirational aid for a marketing meeting in 2007. Managers and salespeople were encouraged to maintain a positive, “can do” attitude and keep trying in their sales efforts until they achieved 100% occupancy.
Chug, chug, chug. Puff, puff, puff. Ding-dong, ding-dong. The little train rumbled over the tracks. She was a happy little train for she had such a jolly load to carry. Her cars were filled full of good things and new residents for the retirement center.
There activity items – exercise equipment, games, and even a Bingo set. Then there was putter baseball, shuffleboard, beach balls for volleyball, giant crossword and Sudoku boards, and the cutest race horses you ever saw. And there were cars full of bibles and hymnals, a pool table, picture puzzles, books and every kind of thing seniors could want . . .
The little train was carrying all these wonderful things to the senior living community on the other side of the mountain. She puffed along merrily. Then all of a sudden she stopped with a jerk. She simply could not go another inch. She tried and she tried, but her wheels would not turn.
What were all those seniors on the other side of the mountain going to do without the wonderful activity items to keep them occupied and the good food to eat?
“Here comes a shiny new engine,” said one of the retirees who jumped out of the train. “Let us ask him to help us.”
So all the seniors cried out together: “Please, Shiny New Engine, won’t you please pull our train over the mountain? Our engine has broken down, and we need to move into our new home and won’t have any place to stay or food to eat unless you help us.”
But the Shiny New Engine snorted: “I pull you? I am a Yuppie Engine. I have just carried a fine big train over the mountain, with more cars than you ever dreamed of. My train had sleeping cars, with Digital TV; a Five-Star dining-car where waiters bring whatever hungry people want to eat: and parlor cars in which people sit in soft arm-chairs and work on laptop computers. I pull the likes of you? Indeed not!” . . . And off he rumbled to the roundhouse chugging, “I can not.” . . .
But the old gentleman called out, “Here is another engine coming, a little blue engine, a very little one, maybe she will help us.”
The very little engine came chug, chugging merrily along. When she saw the old gentleman’s flag, she stopped quickly. “What is the matter, my friends?” she asked kindly.
“Oh, Little Blue Engine,” cried the seniors. “Will you pull us over the mountain? Our engine has broken down and we’re tired and hungry and need to take our medications and won’t have a place to sleep or good food to eat, unless you help us. Please, please, help us, Little Blue Engine.”
“I’m not very big,” said the Little Blue Engine. “They use me only for switching trains in the yard. I have never been over the mountain.”
“But we must get over the mountain before its too late,” said all the seniors.
The very little engine looked up and saw the tears in the grandmother’s eyes. And she thought of the old folks who would not have any place to sleep or good food unless she helped.
Then she said, “I think I can. I think I can. I think I can.” And she hitched herself to the little train.
She tugged and pulled and pulled and pulled and tugged and slowly, slowly, slowly they started off.
The old gentleman jumped aboard and all the grandmothers and other seniors began to smile and cheer.
Puff, puff, chug, chug, went the Little Blue Engine. “I think I can – I think I can – I think I can – I think I can – I think I can – I think I can – I think I can – I think I can – I think I can.”
Up, up, up. Faster and faster and faster and faster the little engine climbed, until at last they reached the top of the mountain. Down in the valley lay the retirement center.
“Hurray, hurray,” cried the old gentleman and all the seniors. Everyone in the retirement center will be happy because you helped us, kind, Little Blue Engine.”
And the Little Blue Engine smile and seemed to say as she puffed steadily down the mountain,
“I thought I could. I thought I could. I thought I could.
I thought I could.
I thought I could.
I thought I could.”
[1] 1954 edition with illustrations by George and Doris Hauman
“Disney makes you wait on line for a ride even if the park is empty.”[1] Seth Godin uses this example because of the recognized marketing genius of Walt Disney and his organization. He goes on to point out that “a full restaurant is more fun than an empty one”[2] as he emphasizes that creating demand is a complex process – because humans are complex individuals.
These concepts have several direct applications to the senior living industry. But, first, a word about the placebo effect. The past couple of years have delivered many marketing – as well as operating – challenges; and it is easy to slip into a negative attitude about the futility of your marketing efforts. Of course, this can be a self-fulfilling prophecy. On the other hand, Seth observes that just as a placebo often produces positive results: “If we believe we’re going to get better, perform better, make the sale, etc., it often occurs that we do.”[3]
If you are the sales person (the individual interacting with a prospect), you must believe in your product and approach the tour, discussion, etc. on the basis that it WILL close! We know that the sales cycle is a process, but you have to approach each contact as though “this is the one”; otherwise, human nature will lead to just going through the motions and neither you nor the customer will be satisfied with the interaction.
But, this goes further than just the attitude of the tour guide. The attitude permeates the entire organization. A classic example is whether to set all of the tables in the dining room for every meal, even when the building has multiple vacancies. A cost-conscious manager will say to set only enough tables to seat the number of expected residents and guests for the upcoming meal. They’ll point out that the residents will spread out to all the tables causing more effort in serving the meal and requiring additional staff time in clearing and sanitizing tables and cleaning unused table settings. So, it’s certainly tempting to save time and money by setting only the minimum number of tables and place settings.
Now, let’s look at the same situation from a marketing / customer service viewpoint:
It’s human nature to assume something’s wrong with the choice that isn’t in demand. Think about it. When one ride at Disney World has a line and another has none, don’t you wonder what’s wrong with the one without a line? Is that the one your kids are going to want to ride? Probably not.
You create that same question in the mind of your prospective resident and their family when they see a dining room that looks empty. So, don’t shoot yourself in the foot; create a positive atmosphere and be ready to be full today.
[1] Seth Godin’s blog article: “Ethical placebos (stunning, but not actually surprising)” http://sethgodin.typepad.com/seths_blog/2011/02/ethical-placebos-stunning-but-not-actually-surprising.html
[2] ibid
[3] ibid
for the Senior Living Industry?Will operators continue to “cut costs” – even when it entails reducing services for the residents?
Will the focus continue to be on “need-driven” admissions and move-ins?
Will the average age of residents continue to increase while the average length of stay decreases?
Will new development and innovations continue to stagnate?
Will the “Aging in Place” movement continue to gain strength with seniors choosing to buy more services that help them stay in their personal residences?
The first members of the “bobby-sox” generation (born 1935 – 1945) will turn 76 in 2011. As discussed in “Do Senior Living Communities Need a Wake-up Call?” and “Do not go gentle into that good night”[i], this generation will be more demanding and EXPECT many amenities (considered options today) to be included in the standard package in the future. The bobby-soxers will be less willing to compromise their independence for the “one-size-fits-all” approach utilized in many of today’s senior living facilities.
Recognizing and understanding the desires of the customer is essential in any business. In senior living, we need to revise our
mental images of the stereotypical resident if we are to successfully market to this generation. Because of the preponderance of celluloid images that keep our heroes forever young, it’s hard to imagine that ELVIS would be 76 this month if he were still alive. Do we really believe that this generation whose icon flew his entourage in a private jet from Memphis to Las Vegas just to get a “PBJ”[ii] will be satisfied with a set menu at set times in a set place as is common in many communities today?
Is it reasonable to assume that the generation that fostered the 20th Century success of higher end hotel companies (e.g. Marriott, Hyatt and Four Seasons) – with concierge floors, lounges, suites, king-size beds, etc. – will accept 200 – 300 square feet of personal living space? Will they be prepared to “give up” their home to move into a space that’s probably smaller than their current bedroom?
Will the members of this generation who have been used to success, affluence and independence be prepared to turn over control of all their daily activities to facility staff with programs such as arts & crafts – see “Summer Camp for Seniors” – as their only daily stimulation?
This Bobby-sox generation is often overlooked as it is sandwiched between the “Greatest Generation” – which includes the World War II veterans – and the huge numbers of “Baby Boomers”. Yet, there are over 20 million bobby-soxers in the U.S. today, accounting for approximately 7% of the total population. This group accounts for over 50% of the 65+ population (Medicare eligible) in the country and there are now 15% more living members of the Bobby-sox generation (10 year group) than all prior generations.[iii]
The following pictures depict a sampling of well-known Bobby-soxers from business, government/political, sports and entertainment industries. Although these celebrities are more recognizable, each represents many other everyday members of the generation from all aspects of society.
See which, if any, of these individuals come to mind when you think of 65 – 75 year olds. And then, THINK AGAIN because they are rapidly becoming your TARGET DEMOGRAPHIC.
Frankie Avalon (1940) and Annette Funicello (1942) – Singers, actors & former teen idols; she was the favorite Mousketeer
Alan Alda – Captain Hawkeye Pierce on M.A.S.H. (1936)
Tom Brokaw – TV News Anchor & Author of “The Greatest Generation” (1940)
Bill Cosby – Comedian & Actor(1937)
Neil Diamond – Singer/Songwriter (1941)
Elizabeth Dole – U.S. Senator & Cabinet Member; head of American Red Cross & wife of Presidential nominee Bob Dole (1936)
Mike Ditka – Pro Football Player, Coach & TV Commentator (1939)
Michael Eisner – Disney CEO (1942) 
Jane Fonda – Actress & Political Activist (1937) 
Harrison Ford – “Indiana Jones” Actor (1942)
Morgan Freeman – Actor (1937)
Louis Gerstner 
CEO of IBM (1942)
Joe Gibbs 
Hall of Fame Pro Football Coach with the Washington Redskins (1940)
John Kerry – US Senator & Presidential Candidate (1943)
Sandy Koufax – Major League Baseball Pitcher & Hall of Famer (1935)
Ralph Lauren – Fashion Designer (1939)
George Lucas – Creator of “Star Wars” (1943)
John Madden – NFL Coach & TV Announcer (1936)
John McCain – Retired Navy Captain, Senator & Presidential Candidate (1936)
Mary Tyler Moore – Actress (1936)
Joe Namath – New York Jets Quarterback & Super Bowl Champ (1943)
Al Pacino – Actor (1940)
Colin Powell 
Retired General (US Army), Chairman of Joint Chiefs of Staff, & Secretary of State (1937)
Paul Prudhomme – Chef (1940)
Robert Redford – Actor & Producer (1936)
Pete Rose – Professional Baseball Player (1941) 
Diana Ross 
of the Supremes (1944)
Jay Rockefeller – U.S. Senator and former West Virginia Governor (1937)
Barbra Streisand – Singer & Actress (1942)
Ted Turner 
Entrepreneur & Media Mogul (1938)
Tina Turner – Entertainer (1939)
Jack Welch – G.E. Chairman/CEO (1935)
Raquel Welch – Actress (1940)
Jerry West – NBA Icon (1938)
[i] Both published by Art Carr on the Progressive Retirement Lifestyles BLOG. Go to http://wp.me/pCemc-3f and http://wp.me/pCemc-5x respectively.
[ii] Peanut butter and jelly sandwich.
[iii] 2010 projections are from: Table 12. Projections of the Population by Age and Sex for the United States: 2010 to 2050 (NP2008-T12), Population Division, U.S. Census Bureau; Release Date: August 14, 2008
The stats helper monkeys at WordPress.com mulled over how this blog did in 2010, and here’s a high level summary of its overall blog health:
The Blog-Health-o-Meter™ reads Wow.
A Boeing 747-400 passenger jet can hold 416 passengers. This blog was viewed about 6,700 times in 2010. That’s about 16 full 747s.
In 2010, there were 7 new posts, growing the total archive of this blog to 14 posts. There were 72 pictures uploaded, taking up a total of 20mb. That’s about 1 pictures per week.
The busiest day of the year was July 1st with 288 views. The most popular post that day was What Does the Future Hold for the Senior Living Industry?.
The top referring sites in 2010 were linkedin.com, seniorhousingnews.com, blog.dlcharles.com, mail.yahoo.com, and ageinplacetech.com.
Some visitors came searching, mostly for for rent, for rent sign, progressive retirement lifestyles, for rent signs, and swot.
These are the posts and pages that got the most views in 2010.
What Does the Future Hold for the Senior Living Industry? June 2010
21 comments and 1 Like on WordPress.com,
Do Senior Living Communities Need a Wake-up Call? September 2009
16 comments
“Do not go gentle into that good night” January 2010
4 comments
AGING-in-PLACE – Threat or Marketing Opportunity? July 2010
3 comments
Building the NEW Aging Continuum September 2010
3 comments
The following presentation was presented during the “Aging and Technology Industry Webinar“ hosted by GrandCare Systems and sponsored by Dakim Brain Fitness on September 9, 2010. The PowerPoint presentation may be viewed by clicking here: Building the New Aging Continuum[i].
Participants in the WEBINAR stated that it was “fantastic, always learning”, “so true”, “Great presentation”, “I love this image”, “This is resident centered care writ [sic] large”, and “Terrific presentation!!!”. One commented, “I have been waiting for existing senior living communities to actively reach out to the greater community”, while another said, “This all helps take away the dark scary thoughts of ‘retirement living’.”
In addition, the host stated that the presentation “put into words the value of aging technologies to care providers and the NEW continuum of care. Many in the aging & technology industry have been struggling to express this, especially to our aging service colleagues.”
THE COMPLETE SCRIPT FOR THIS WEBINAR may be accessed below. (more…)
