2. Mindy Cheek presents

3. Understanding our customers Safe Solutions – our answer to 911 The initial inquiry phase – what is our goal? Understanding our customer’s needs and wants The tools available to you to help with taking the initial inquiry call

4. Parent Spouse Future Resident

5. 41% of baby boomers have a living parent and are providing care for them 47 year old female daughter or daughter-in-law Works full time Has adult or “almost” adult children of her own – could be still paying for college

6. They are “surviving” not thriving Benefit driven – not need to move-in Support the caregiver’s vision for what each day could be – honoring their role and creating their space for continued involvement We can help the spouse make the best days for their loved one

7. Our potential residents are in the toughest developmental stage of their lives. Their struggle focuses on two things: 1.The need for control 2.The need to discover their legacy

8. Toddler: Control Want vs. Need Teenager Control Independence Senior Control Legacy

9. They process information slower Stories and metaphors work better initially than logic Their need for urgency is very different from ours Their communication style is non-linear Their “repetition” is a valuable key to understanding what’s important to them The obvious choice is not always right for them Adapt your language to their needs “This is your decision. We will work with whatever you feel is the right choice.” From “The 7 Common Mistakes Professionals Make Communicating with Seniors” by David Solie, MS, PA

10. Your approach and communication style during the initial inquiry and follow up are going to be very different for the adult child than for the senior customer. Adult Child: Strong sense of urgency Time constraints Want facts in logical format Expect solutions Senior Customer: Process ideas and solutions slowly Have ample free time Engage in non-linear thinking and conversations Stories/metaphors best approach to establish relationship

11. Your approach and communication style during the initial inquiry and follow up are going to be very different for the spouse of the future resident than the adult child or other family Spouse: Needs to be with spouse – it’s an end-of-life situation How can we enhance their current life? Need to see the program working for their loved one – create an experience where the potential resident enjoys our program They’ve got to want it – they deserve it, it’s got to be worth the money

12. Treat EVERY call or walk-in as a 911 call for help! Find the right solution, even if it’s not with you Educate your team Sell solutions – not real estate

13. 1. Gather the right information 2. Create a positive, personal and memorable experience for the customer 3. Schedule a next step

14. Discovery Ask Permission to Take Notes Questions Listening Matching Match their needs to your solutions Next Step This is your close – activities that are interactive, specific and require action on the part of the customer

15. Environment Turn away from your computer Shut the door to your office Yourself Prepare yourself to Listen Do NOT multi-task SMILE before answering the phone Posture

16. “My brother is not really involved until it comes time to talk about money…” Oh I completely understand... I can tell her about this one time when we had a family that had some unusual dynamics and how it worked for them and… Waiting to speak, instead of listening

17. “My dad has a really tiny pressure sore, but it’s almost gone.” “Ok. Why don’t you tell me what his hobbies are?” Ignoring what you don’t understand or think is important

18. My mom doesn’t know who I am anymore. She thinks I’m her mother.” “I know exactly how you must be feeling…” Assuming you understand the details or how they feel

19. “I guess my Dad really just needs help with cleaning and laundry.” “Well, you have come to the right place! We offer laundry and housekeeping services once a week, and…” Assuming you’ve heard “enough” to start solving

20. General Lead Restatement Pause Comfortable Probe Impact Question “Tell me more?” “What else should I know?” “Anything else?” “And?” “What else?” Repeat back a key word or phrase with the sound of a question. Just like it sounds… PAUSE. Allow the customer to voice their thoughts. “For instance?” “Can you share an example?” “Tell me more about that?” “How has this affected you?” “Tell me about the impact this has had on you and others?” “How often does this cause…?” “What do you think might happen if you don’t find a solution quickly?”

21. Roots – Permission to ask questions Trunk – Core Questions from Inquiry Form Branches – Queries to learn more about core questions Leaves – Needs matching to service Fruit – Time Activated Next Step

22. Inquiry Forms

23. Identify the decision maker Match the most important needs/wants with your invitation to present and let them experience the solutions at your community Determine the customer’s schedule Give a choice of two days and times Write it down and repeat to verify

24. Your customer is your future resident – meet them where they are and learn how to communicate with them Goals during an initial call are to gather the right information, create an experience and schedule a time activated next step Safe Solutions is your commitment to every person reaching out for help The inquiry process is systematic and logical – follow the process and enjoy great success

25. Practice

27. Patt Brewster presents

28. 20 seconds Either positive or negative

29. 55% VISUAL 38% VOCAL 7% VERBAL

30. Pre-tour walk-through Reception area... and reception? Hospitality and creature comforts Informal signage Smell? Carpet? Elevator? Activities?

31. “Blah, blah, blah!” “How am I going to pay for this?”

33. What does she expect to see? What does she see? Where else has she been? Who are all of the decision-makers? What is the decision timeframe? Identify 3-5 features and benefits

34. Show her how it works Use features and benefits to customize the tour

35. Feature? What IS it? Benefit? What does it DO for my customer? OR What does it MEAN to my customer?

37. “ Mrs. Stewart, we saw the ladies preparing garlic mashed potatoes and ribeyes for tonight’s dinner.”

38. “You can rest assured that your aunt will enjoy these familiar, homemade foods and feel right at home here!” Summarize Key Benefits

39. FEATURE BENEFIT “How does that sound?” “You can rest assured that your aunt will enjoy these familiar, homemade foods and feel right at home here!” “ Mrs. Stewart, we saw the ladies preparing garlic mashed potatoes and rib-eyes for tonight’s dinner.” Summarize Key Benefits

40. FEATUREBENEFIT TRIAL CLOSE

41. Wrap up the tour by repeating 2-3 key benefits in a single summary statement Use a TRIAL CLOSE to gauge the customer’s receptivity. Address final details back in your office, where there is privacy and fewer distractions. Summarize to Reinforce Value

42. Your service has a DISTINCT IDENTITY and SPECIFIC BENEFITS that the customer can relate to her individual needs and expectations. Understanding “how it will work in my situation,” your customer perceives real VALUE. Result

43. What is her body language? Are there objections you have not addressed? Is another visit necessary? What needs to happen next? Can you offer assistance in getting it done? Health assessment is a move toward commitment Identify next contact and gain permission

45. Fara Gold presents

46. Establishing sales alignment The buyer and seller must be in alignment Our buyer is often the adult child or referral source The seller is YOU, the health services sales leader S.P.I.N. Selling (Neil Rackham) and Value Selling

47. What is an objection? An “objection” is a buyers “signal” Price is the most common “objection or signal” Buyer will say: “Price is too high”

48. Objections are offered when a solution is given too soon in the process of uncovering needs How can you offer a solution when you don’t know all of the majority of the prospects problems?

49. You are the seller Stay focused on asking versus telling or selling Ask about “problems” Discover and ask about ALL the problems Listen more…talk less Adult child is the buyer Adult child will do 70% of the talking Problems are implied needs or what has happened in the past Problems will become a “mountain” or list Talking more…

50. You are the seller Ask “problem” questions during the discovery phase Examples “What kinds of problems is your Mom having with her medication?” “How is your Dad’s nutrition and meal preparation?” Ask, “How are these problems currently managed?” Adult child is the buyer Problems will be conveyed as what happened in the past Problems are implied needs or what has happened in the past Expect the caregiver to say they are “trying” but “why they came to you for help”

51. What is S.P.I.N.? Four questions used in all sales transactions S-Situation Use only a few of these questions “What brought you here today” P-Problem Ask many problem questions to uncover needs “What types of problems is your Mom having? I-Implication Use these as they relate to the problems “What will happen if your Mom continues to miss her medication?” N-Need pay-off Solution based questions/wait until all problems are uncovered “You are looking for a community to help with your Mom’s medications. The good news is, we can provide medication management.”

52. A solution or “need pay-off” question should come after the “implication” of the “problems” have been fully identified You will hear the customer say “Yes” when asked the following solution or “need pay-off” questions: Would a community providing daily medication management give you peace of mind?...Yes Would a community offering nutritionally balanced restaurant-style dining give your Mom more food choices?...Yes

53. A solution should be tied to the problem Offer solutions with programs or services you can provide with the following statements: “The good news is here at The Glen at Aberdeen Heights we provide 24-hour round-the-clock professional nursing services.” “The benefit to your Mom, of our special WanderGuard service, is your Mom will be able to safely walk throughout our Memory Support neighborhood at all times.” “The benefit to you of our Emergency Call system is the peace-of-mind, our trained and compassionate associates will answer your Mother’s call button, as quickly as possible.”

54. A solution should have “high” value A solution should outweigh the price of taking care of the problem

55. If price is an issue…go back to exploring the problem with problem questions, such as: “How much does it cost now to take care of your Mother’s medication?” “What price do you pay in lost time at work to take care of ‘this or that’ problem”?

56. A successful closing is “obtaining a commitment” The prospect or buyer sees the value of your solution and is willing to pay “whatever” price for the solution

57. To secure the commitment, the prospect should choose an apartment home and schedule the assessment for the resident A move-in date will secure and complete the closing for the prospect

58. Reach out to the prospect almost daily with updates and reassurances of their decision Provide step-by-step support in reading and understanding the Residency Agreement before the final contract signing The closing is successful when your Executive Director or Administrator completes the contract signing and move-in is complete

60. Fara Gold presents

61. Understand how to qualify and target potential and existing Referral Sources for community/cluster Create a prioritized Referral Source list Design a Pre-Call plan for new Referral Sources Conduct an effective Needs Assessment Demonstrate how to handle common objections and advance a Referral relationship Integrate a Referral Development strategy into your 6-month Marketing Plan

62. Targeting Pre-Call Planning Effectively Overcoming Barriers Planning Effective Meetings/Needs Assessment Advancing the Relationship Tracking, Measuring and Analyzing Results

63. Create a Targeted Referral Development List Qualify current and potential Referral Sources Prioritize your list Determine contact frequency Assign organization/contact ownership Create a Pre-Call Plan Identify potential needs Plan questions in advance to uncover needs Handle referral source objections Conduct Needs Assessment Gather key information Uncover additional needs Present benefits Follow-up Advance the Relationship Continue to investigate needs Act as a resource Measure and evaluate results Integrate into quarterly Marketing Plan Broaden relationships Outcomes: increased lead and move-in volume at a lower cost per sale

64. Creating and maintaining a well-qualified referral source list is the key to focusing on those individuals and organizations which will yield the most results, thereby allowing you to use your time most efficiently and productively

65. “A”: refer 12 or more leads a year “B”: refer 5-11 leads a year “C”: refer 0-4 leads a year – these could be new, undeveloped or past-referring contacts “A”s are priority contacts, “B”s and “C”s are good contacts

66. Referral Category Number of Contacts Number of monthly referrals Number of move-ins (30% conversion rate) Annualized number of move-ins A10 336 B2082.427 C302.5.759 Total6020672

67. Your C Accounts Your B Accounts Your A Accounts

68. Is this an organization or professional who has: Clients who are 80 years or older? Clients with medical, physical, and social needs that our community can meet? Clients who are likely to stay in our community for more than one year? Clients who can financially afford our community?

69. Referral Source Priority Min Frequency of In-Person Contact with Referral Source Min Frequency of Other Communication (Phone, Letters, Fax, E-Mail, etc.) AOne visit every 30 daysOnce every 15 days BOne visit every 60 daysOnce every 30 days COne visit every 90 daysOnce every 45 days

71. 1. Do your homework – gather information in advance 2. Identify potential referral source needs 3. Develop a list of questions to clarify those needs and surface additional needs 4. Establish your primary and secondary call objectives

72. Previous referral history (With your community or competition) Client profile/demographics Organizational purpose Professional or personal affiliations to your community/cluster Current issues they may be experiencing

73. A Purpose Statement describes what you want to talk about in your next meeting, conveys a benefit to the referral source, and will allow you to gain agreement on the objective of the meeting.

74. Turn the gatekeeper into your advocate Treat them with respect Ask for their help Be prepared with your Pre-call Plan Use your Purpose Statement Offer a solution (best time to call…be flexible!) Don’t forget your secondary objective Use their name Keep a smile on your face!

75. Summarize the issues your referral source has shared with you Confirm the time, place and meeting attendees Ask for suggestions to the agenda Don’t forget the thank the referral source!

76. Paraphrase the Referral Source’s objection Ask if you’ve captured the objection Encourage the referral source to “tell me more” Verify the true objection Offer resolution: Valid issue – take action False impression – offer clarifying information Cynicism – provide testimonials Verify for agreement Ask the referral source if the objection has been resolved Advance the call

77. A Needs Assessment is a face-to-face meeting to: Confirm referral potential Identify critical needs by asking effective questions Advance your relationship with the referral source

78. “Seek first to understand, then to be understood” Stephen Covey

79. Anticipate needs, problems or concerns Develop questions Use effective questioning skills Plan an advance to gain commitment

80. Updated contact information Type of organization Amount of potential referrals Relationship with competitors Awareness of Your Community Validate needs/develop additional needs Preferred communication method Next steps

81. Medical Practices Provide in-service/CEU training Provide referrals to the practice Ask MD or APRN to speak at events Realtors: Mutual referral program Ask to speak at seminar Host local association meetings

82. Business needs Surface needs Well-developed needs Personal needs Professional development or advancement Recognition/appreciation Interests Sports/hobbies Community associations Time constraints

83. Benefits Are intangible Directly pertain to the referral source’s needs Show how our services can provide a solution to their needs Advances should provide a solution to a customer need!

84. What one thing will I do differently in each area when I return to my community tomorrow: Targeting referral sources Pre-call planning Handling Objections Advancing the relationship Tracking and Measuring

85. Remember you are creating new relationships Connecting Referral Sources to the Experts in Your Community Selling Value and Solutions to Problems Maintaining and nurturing the relationships for on-going referrals is a must

86. S.P.I.N. ® Selling, Neil Rackham, (McGraw- Hill, 1988) Managed Care Referral: How to Develop a Systematic Sales Approach for Building Your Referral Business in Today’s Healthcare Environments, John F. O’Malley, (Irwin Professional Publications, 1996)

87. Patt Brewster presents

88. Experience (believe?) the lifestyle Sample the unique services and amenities Opportunity for additional DISCOVERY Move the sale forward Obtain professional referrals

89. Unique selling proposition?

90. ACI needs information Internet research How much does she know? Trusts her own analysis and evaluation Peace-of-Mind What does it mean to her?

91. Ongoing education Help with discharges and placements

92. Need for educational component Audience size Venue Time frame Format Frequency Follow up

93. At LEAST 3-4 weeks out Prospects? Leads? Lists? Use upcoming event(s) on callouts Follow-up calls Focus on First Impressions: Dining Housekeeping/Maintenance Staff Exceed expectations

94. Different target audience Different needs and expectations Different communication channels Different marketing and sales goals Believe the lifestyle? P-O-M? Sample the unique services and amenities Opportunity for additional DISCOVERY Move the sale forward Obtain professional referrals

95. Opening a new health center Raising awareness Understanding PI needs and expectations What do we want them to see? What do we want them to experience? What will their perception of us be when they leave?

96. Physician office staff Case managers and discharge planners Geriatric care managers Clergy Selected physician specialties Other providers

97. New center? Case managers and discharge planners Geriatric care managers Clergy Physician office staff Selected physician specialties Associations/community organizations

98. Dusty Shoes/Hard Hat Tours Open Houses Dedication Clergy breakfast “We’re brand new and you’re not!”

100. Convenient time and place Education, information and resources Small groups Identify next-steps