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.

Click here to see the complete report.

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?

NO, IT DOES NOT!

Is the ability to sell senior living a natural, “god-given” talent that can’t be learned?

NO, IT IS NOT!

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.

Marketing will create the demand,

but the follow thru will lead to the move-in.

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:

Making a Friend

Solving a Problem

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:

1. Establish common ground.
2. GIVE something of “value”.
3. Make the contact about THEM.
4. Have a REASON TO CALL.
5. Do your RESEARCH.
6. Ask questions.
7. Don’t sell.  Listen.
8. Play Sherlock Holmes.
9. Plan the Work.
10. Work the Plan.
11. Make every contact a QUALITY interaction.
12. Be Prepared for No Response.
13. Get away from the trite “Lunch and a Tour”.
14. Don’t expect to “Close”, but be Ready for the Opportunity.
15. Never Give Up!

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

Time doesn’t slow down when you retire;

It ACCELERATES

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.

GOOD LUCK!

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.

ABRIDGED VERSION

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.”

A Process

Not

An Event!

Click on the following link to preview a PowerPoint Training Session that highlights frequent steps in a Move-in Process.

Move-in Process

“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:

• Wouldn’t the current residents be happier having the freedom to sit anywhere they want in the dining room?

• Shouldn’t the building be TOUR READY every day?  Wouldn’t you prefer to have a table already set and ready if you have guests that you would like to invite for the meal?

• Shouldn’t management convey optimism that guests will show up for a “tour and a meal” and be ready for them?  Maybe, that attitude will carry through to other staff members and encourage them to demonstrate “pride of ownership” in the building.

• WHY ADVERTISE THE FACT THAT YOU’VE GOT A LOT OF VACANCIES by showcasing a “half-empty” dining room?

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.

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?

OR

Is this the year that:

a)       The industry begins to prepare for the changing demands and needs of new generations of potential residents? [READ MORE]

b) Progressive visionaries challenge the “status quo” in design and operational philosophies?  [Update to Follow]

c) More emphasis is placed on providing a quality lifestyle for the resident, regardless of his/her medical (physical & mental) limitations/capabilities?  [Update to Follow]

d) Operators embrace new technologies to provide a stronger value proposition as a viable alternative to the prospect remaining in their own home? [Update to Follow]

e) New entrants from outside the industry and foreign investors assume leadership roles with new energy and vision?  [Update to Follow]

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 20^th 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.

NOW IS THE TIME TO BEGIN PREPARING!

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)

Jack Nicholson – Actor (1937) 

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)

ADD A COMMENT

to describe a BOBBY-SOXER who represents this generation [They don't have to be well known like the people above].

PLEASE discuss ways in which their personality, needs and demands will be different than the “Greatest Generation” and/or individuals currently residing in senior living communities.

The Blog-Health-o-Meter™ reads Wow.

Crunchy numbers

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?.

Where did they come from?

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.

Attractions in 2010

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

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.

The purpose of our discussion today is to:

• CHALLENGE some of the current concepts of senior care,
• Explore new options, and
• Talk about the role that technology companies can play in this evolution.

But, first, let’s lay some groundwork.

What do you think of when I say “Senior or Retirement Living”?

It’s amazing how many people today think of only 2 alternatives:  the aging adult staying in their own home or moving into an ASSISTED LIVING FACILITY.  I show these on the slide as white & black because that’s how they’re often viewed: as good or bad.

I find this interesting for a couple of reasons.  First, in a survey of baby boomers done in preparation for the 2010 ALFA National Conference & Expo[ii], only 62% knew what the term “assisted living” means.  Of that group, 39% thought it was the same as nursing homes!

This all seems strange to me because it wasn’t that long ago when assisted living was touted as a positive alternative to “having to go into a nursing home”!

In reality, “Senior or Retirement Living” mean different things for different people and cover a broad spectrum that is based more on the housing designation than on the type of services provided.

For instance, some might think of a golf course community as Retirement Living, while others would think of a CCRC, independent living facility or the newest thing à Naturally Occurring Retirement Communities (NORC).  Senior living covers everything from 55+ restricted housing to Assisted Living and Memory Care/Alzheimer units and by adding the word “CARE” even extends to nursing homes.

It’s no wonder our potential customers and their families get confused.

And, amazingly, MANY of the people that operate and market these different types of senior living properties have such tunnel vision re. their own product that they’ve never visited or checked out the other models, can’t really explain the difference to a prospective resident or their family, and oftentimes don’t even recognize the others as “true” competitors!

Except for the life care CCRC model and a few other scattered operations around the country, we don’t have a true continuum of care today.  Even in this model, the so-called continuum doesn’t begin until the aging adult moves into a communal housing arrangement, as depicted by the white arrows on this slide.  That higher functioning individual will then receive increasing levels of care (yellow arrows) as their health deteriorates.

Whether in a CCRC or other rental style senior living community,  the traditional approach has been an implied contract:

MOVE IN & WE’LL TAKE CARE OF YOU & REMOVE ALL YOUR WORRIES.

The senior living community provides shelter, security (mental & physical) and ACCESS to care and other services such as meals and housekeeping.

Interestingly, the very insulation promised by the senior living facility is now beginning to work against them with newer generations of “seniors”.

The AGING-in-PLACE concept is gaining in popularity as an alternative that many technology companies support with their products.

Although it sounds GREAT; what the individual may WANT and what they truly NEED are not always in balance.

I’ve been in this business for a long time and I can unequivocally state that there is no UNIVERSAL solution that’s RIGHT for ALL of the PEOPLE all of the TIME!

This next slide illustrates that:

IT TAKES A VILLAGE TO SUPPORT ALL OF THE NEEDS OF OUR SENIOR POPULATION!

Most of us will need the majority of these services at some point in our life.  The difference is that aging adults tend to:

• Need MORE of them at the same time (e.g. access to medical care), and
• May NEED HELP in obtaining those service in order to maintain a high quality lifestyle.

My REVOLUTIONARY CONCEPT is remarkably simple, although its implementation will be earth-shaking to many current operators.

My vision is to focus

NOT on the product we sell, but

INSTEAD ON THE NEEDS OF THE CUSTOMER.

INSTEAD of a Spectrum of Companies

Providing services in different LOCATIONS,

We create SENIOR LIVING COMPANIES; which are

SPECIALISTS in dealing with the needs of Seniors

and provide a Continuum of Services

Regardless of where the Customer (Senior) Resides.

INSTEAD of fighting over where the senior lives

We help them find the RIGHT SOLUTION

FOR THEM

At this stage of their life

(recognizing that it may change over time);

AND THEN SUPPORT Them with the Services

that will make it a viable decision.

DOES THIS SOUND ALTRUISTIC?

Although it might be marketed as such, it is actually an investment decision.

Today’s senior living communities are really in the best position to extend services into [and generate revenues from] the broader community by supporting those seniors who are “not ready” to move into the facility, but still need differing levels of help and support.

By building bridges to the community these facilities will build relationships with future residents and generate traffic into their buildings by involving outside individuals in activity, meals and socialization programs.  As those individuals continue the normal aging process, many will choose to move into a senior living community and obviously the one that has been providing on-going services will have a competitive advantage.

Now, let’s take a critical look at our collective success in meeting ALL of the needs of our aging adult clients.

We begin with the ASSUMPTIONS that Maslow’s Hierarchy of Needs[iii] applies to all individuals, regardless of age; and that an aging adult doesn’t “retire” their EGO at age 65!

The castle model has done a pretty good job of meeting the first two (basic) level needs, and because of communal living, offers some socialization.

On the other hand, Aging-in-Place services meet those same basic needs – ALTHOUGH the risk of isolation, especially from peers, has a tendency to increase.

Progressive Retirement Lifestyles is endeavoring to build a New Aging Continuum by offering a package of “bridge” services to existing senior living operators.

Based on Healthy Aging / Wellness Concepts, the H.A.S.P. (Healthy Aging for Seniors) program is designed to provide AGING ADULTS – in their own home or as part of a senior living community – with the support services they need to maintain their independence and the quality retirement lifestyle they desire for as long as practical.

Initially, we’ll extend the basic services currently provided by the operators, but we hope to build a RISING TIDE that will result in improved and more sophisticated services to help our senior clients achieve their higher level needs while demonstrating the dignity and respect they deserve.

I would like to walk you through an example of how I envision some of these services being provided, but first want to go back to our castle and bridge and bring technology into the equation.

As we go through the example, you will see how Technology forms the pillars that bridge the Aging-in-Place initiatives with the senior living communities.  I encourage technology vendors to adopt the philosophy of providing service to their aging adult customers regardless of where they are residing.

I actually look forward to the day when prospective residents demand that senior living communities offer the same types of technological advancements that they may have become familiar with “at home”.

Virtually all services that can be provided in a private residence can or SHOULD also be provided in the facility setting. The CHOICE should become more about desire and economics, instead of location.

We’ll begin with some of the Instrumental Activities of Daily Living (IADLs), which are often more geared towards independent living.  The items with a red checkmark are areas where technology is already playing a role for some clientele.  Weekly housekeeping and linen service is a natural extension of the standard services provided within senior living communities.  It’s a service that is often needed by the aging-in-place senior, but generally would not create enough of a need unto its self to generate a move-in decision.

Food preparation can be provided in the client’s home, but cooking for 1 or 2 is certainly going to be a much more expensive operation than in a facility.

Assistance with the so-called ADLs or Activities of Daily Living such as bathing and dressing is a personal service and can be delivered wherever the senior is located.

Recently, there has been a lot of hype about the use of technology such as passive monitoring and medication reminder / administration systems to help seniors with declining health remain in their own homes.   In addition, I’ve seen discussion about retro-fitting houses to include design features geared specifically towards the needs of the elderly, such as the picture of the dishwasher styled, below the counter storage unit for dishes.  I’m not suggesting that every apartment in a senior living community be outfitted with these technology enhancements, but I do believe that operators should dedicate a percentage of their units to “smart home” technology in order to better meet the on-going needs of their residents.

This next slide identifies some of the services that the senior living community would provide at its building under a PAID SUBSCRIBER program.  This would entitle the outside individual to participate in a select number of activities each week, as well as making 1 or more nutritious meals available when the subscriber visits the facility.

These programs are generally group oriented and offered to both in-house residents and outside clients.  This interaction provides needed socialization for the participants in addition to the other benefits of the programs.

Frankly, it will require an upgrading of the activities in many of today’s properties to deliver meaningful programs that are more than just filler, or as one nationally known writer termed them as “Summer Camp for Seniors”.

For instance, under learning new skills, I’m talking about something more than arts & crafts.  We want to help the participants achieve their self-actualization needs by doing things such as learning to play a musical instrument, how to use a computer, paint, or as shown here to re-cane a chair.

They would be encouraged to participate in a variety of programs designed to promote their wellness & independence in mind, body and spirit.

The facility would offer a number of clubs and encourage the participant to join and interact with in-house residents.  This would include social clubs such as the Red Hat Society, bridge clubs, bible study, sewing groups, drama club and men’s groups (e.g. a sports club with activities centered around the big screen TV).  There would also be lifestyle coaching groups for things such as diabetes or weight management.

Of course, the subscribers would be invited to attend the facility’s social functions, marketing events, etc. such as this “Elvis Visit”.

Some programs such as seated beach-ball volleyball, bell choir, and horse racing are primarily designed for socialization and to just encourage the participants to have FUN and enjoy their day.

In other situations, the facility will set up group and individual competitions using techniques such as the Wii system.  This is a picture of the winning team for a Big Board Scrabble tournament that I created for one building.

Finally, the subscribers would be encouraged to utilize (for an additional fee) the other amenities of the host facility.  This might include having their hair done at the in-house beauty salon, or receiving customized 1 on 1 exercise / training at the rehab clinic.

One area I haven’t addressed is Cognitive Training.

That’s because I wanted to give a specific recognition to Dakim for their recent initiative to offer a home product as a supplement to their standard facility based BRAIN FITNESS service.  This is a great example of a marketing strategy to meet the needs of the customer WHEREVER they may live.

The New Aging Continuum program has the potential of a win-win-win situation!

First, it’s a win for the Aging Adults who receive the services that they NEED and WANT.  They get to CHOOSE and thus maintain their independence and dignity.

Second, there is a WIN for the technology companies that have the potential to turn the existing and/or future senior living communities into showrooms for their products.  They may even consider joint venture / co-marketing or distributorship relationships with certain operators.

For instance, the average 110 – 120 unit community will have an active data base of 800-900 to as many as 1500 prospects. AND, I’m sure they would be interested in communicating with the individuals in the technology company’s customer data base.

Finally, there is a potential WIN for progressive thinking senior living communities and companies for whom the Continuum offers both a new revenue stream and a marketing investment.

Their key is to let the subscriber SAMPLE the product with “just enuf” participation to whet their appetite for more.

To illustrate this concept, I use the analogy of creating a Slippery Slope.

The first step is to get the individual through the door.  Once on the slippery slope, momentum will increase as they continue to have satisfying experiences at the building.   They will make new friends and their apprehensions will dissolve with the potential for a move-in substantially increased.   The greater the degree of interaction within the facility, including things like using the beauty shop, the stronger the likelihood that the subscriber will decide to become a full-time resident of the senior living community.

I am continually interested in learning of new technology and their applications to the Senior Living Industry.  I’ve provided my contact information and invite your feedback and / or a detail discussion about the application of these concepts in your specific situation or with any of your existing or potential customers.

[i] The audio portion of this webinar may be accessed at https://my.dimdim.com/viewRecording/all/grandcare/default/467d4bf4-de12-4006-8a31-db54f93aeed2/2e68c66e-4750-4066-ad67-7b1c4498f4cc The audio for this presentation begins at approximately the 12 minute mark.  We apologize that the video portion did not record the slides for simultaneous viewing.

[ii] Phil Lempert, CEO, Consumer Insight, Inc., Keynote Address on May 26, 2010, Phoenix, AZ

[iii] Go to http://progressiveretirement.wordpress.com/category/maslows-hierarchy-of-needs/ for additional discussion of Maslow Hierarchy of Needs as it applies to residents of senior living communities and other aging adults.

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