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WE HAVE ENTERED A NEW ERA OF SELLING SENIORS HOUSING

WE HAVE ENTERED A NEW ERA OF SELLING SENIORS HOUSING. Presented by Traci Bild & Jayne Sallerson. It’s Time to Raise the Bar. WHILE IT USED TO BE ABOUT CARE AND OPERATIONS…. You MUST add the sales component to the puzzle to survive and THRIVE ! Must be EQUAL priority.

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WE HAVE ENTERED A NEW ERA OF SELLING SENIORS HOUSING

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  1. WE HAVE ENTERED A NEW ERA OF SELLING SENIORS HOUSING Presented by Traci Bild& Jayne Sallerson It’s Time to Raise the Bar

  2. WHILE IT USED TO BE ABOUT CARE AND OPERATIONS… • You MUST add the sales component to the puzzle to survive and THRIVE! Must be EQUAL priority. • It’s Time to Raise the Bar

  3. INDUSTRYINFO • Industry occupancy: • IL 07 93.8% Dec 08 89.8% Dec 09 88.2% Dec 10 87% • July 11 - 87.7% • AL 07 91.5% Dec 08 88.9% Dec 09 88% Dec 10 89% • July 11 - 88.4% • CCRCs are now 89.7% occupied, down from 90%. • You should be at 98-100% at all times (you are close!). • THERE HAS BEEN A SOLID UPTICK IN OCCUPANCY SINCE 4Q2010

  4. INDUSTRY TRENDS • Record attrition. • Older and frailer new residents coming in. • Length of stay now down to just under a year and a half. • Competitors discounting at record rates. • More demanding and educated consumers. • Unprepared sales counselors.

  5. Pick your favorite • Krackel • Mr. Goodbar • Milk Chocolate • Dark Chocolate

  6. Having the right people in your community is one of pieces of the occupancypuzzle. Are you hiring the right people?

  7. EMPLOYEE PROFILING Emeritus Senior Living’s state of the art and scientific approach to profiling our Employees.

  8. Audience Survey • Mr. Good Bar – • You are analytical and logical. You gather data first before giving an opinion, play the devil’s advocate at meetings, tend to see all the possibilities and drive people crazy by sharing all the “what-ifs”. You hate deadlines and put off starting things as the consummate procrastinator. You like to be the expert, but do things in your own time frame. You have a tendency to overanalyze things (analysis paralysis. You like there to be rules that everyone follows because your work best with structure…and you hate surprises

  9. Audience Survey • Special Dark- • You are patient, thoughtful, insightful, reflective, dependable, resourceful, loyal, and you like to see a project through from start to finish. You are an individualist, a problem solver. You work well with difficult people, though you have little patience for incompetence or lies. You set high standards for yourself and others

  10. Audience Survey • Milk Chocolate- • You are an all American, love baseball, mom and apple pie. You are the cheerleader for your program, a good PR person, a great fundraiser, level headed, kind, thoughtful, playful, nurturing, dependable and loyal. You help others to shine and you always remember everyone’s birthday. Others often turn to you for help.

  11. Audience Survey • Krackel • You are creative, optimistic, and always able to see the cup as ½ full. You are messy (that desk or office), but organized (eventually you’ll find that missing item – you know you will). You like to be hands on. You’re a little off-beat, ditzy, funny, friendly, outgoing and always willing to help. You like the surprising things in life. You also appreciate situations that allow flexibility, change and growth

  12. ED’s are pivotal for creating a Sales Culture

  13. What Does a Great Sales Culture Look Like? • Entire team is engaged and energetic about sales. You talk about it every day!! • Fast response to inquires • High occupancy. • Great Customer Satisfaction. • Huge resident and family involvement.

  14. Do you really have a sales culture? SALES: Systematic process of REPETITIVE and MEASURABLE milestones, by which a salesperson relates his offering of a product or service in return enabling the buyer to achieve his goal in an economic way • CULTURE: • Generally refers to PATTERNS of human activity and the symbolic structures that give such activities significance and importance.

  15. TRUTH • Are you out of ideas? Tried everything to grow occupancy? • You must master sales systems to grow occupancy, revenue, and investor return. • Before you master sales systems, you must master your mind. • As a leader, must teach your team how to master their mind and get them focused on what it is they want.

  16. 100% OCCUPANCY

  17. Filling a community is like putting pieces of a puzzle together. You have to slide one piece in at a time until the puzzle is complete. • You have to know what the pieces are and the order in which you need to place them. • Why we have filling buildings down to a science. How does that benefits you?

  18. Bild Stats Compared to Industry Stats The difference is in the systems and focus on selling. Look where we have the potential to go!

  19. MUST MASTER SALES SYSTEMS TO GROW • A SYSTEM for increasing traffic: Outreach. • A SYSTEM for the inquiry process. • A SYSTEM for personal visits. • A SYSTEM for effective follow up. • A SYSTEM to retain residents. • Keep it SIMPLE! One step for each aspect of the sales process, that’s it! • Must commit and hold people accountable

  20. COLLABORATION

  21. Collaboration is Key 100% communities...what is their secret sauce? Executive Director Resident Care Director (RN,LPN) Marketing Director Collaborate everyday and throughout the day.

  22. COLLABORATION • No longer optional. • Must come from the top down and be integrated into your culture. • Must become a priority and part of your LT strategy. Leadership must set the example. • You have to TEACH people HOW to create this type of environment in their communities.

  23. COLLABORATION As an industry we simply don’t collaborate. Executive director, sales counselor and director of nursing must collaborate regularly. Second tier is the departments heads and line staff. Must have business basics 101 for all new hires and current staff to foster collaboration. This is essential to growing to 100% occupancy.

  24. Make collaboration a consistent part of your message. Never stop talking about it. Reward staff who step up to the task in front of their peers. Incentives work great! Work with the ED to help him/her understand why collaboration is so important and what he/she can do to facilitate it. YOU set the example. BEST PRACTICE

  25. Do you know how much time your sales counselor is spending Selling?

  26. INCOME PRODUCING ACTIVITIES • Main reason you are not full. • What exactly are IPAs? • Why do non-IPA’s get all the time and attention? • What should the expectation be? • How do you hold people accountable? • Tough love: What do you do with non-performers?

  27. INCOME PRODUCING ACTIVITIES • Why do we fail to implement here? • I see a lot of “All talk and no action.” There is little to no consequence for people who do not perform. • Sales counselors are doing everything BUT selling. ED needs to protect their time and ensure 90% of it is spent doing IPAs. • Most have not had to really sell in the past.

  28. Phone coverage for concierge/receptionist or breaks. • -1 hour per day • -5 hours per week • -20 hours per month • Chasing paperwork for move-ins • -5 move-ins • -30 minutes per move-in • -2.5 hours per month • Signing Resident Agreements • -5 move-ins per month • -1 hour per move-in • -5 hours per month

  29. Coordinating move-in on move-in day- (handling issues etc.) • -5 move-ins • -1 hour per move-in • -5 hours per month • Activity Related Tasks (resident parties, holiday decorations, resident activities) • -1 hour per week • -4 hours per month

  30. Your Sales Counselor is Spending… • 36 hours a month on NON -REVENUE GENERATONG TASKS. • You just lost at least one move-in for the month-$3500.00 per move-ins. • Annualized lost revenue- $42,000 • If you lost 1 per month- Annualized Lost Revenue- $504,000

  31. BEST PRACTICE • Rewards people for their EFFORTS versus their results. • Get people focused on what they CAN CONTROL versus what they can’t. • Introduce them to the “formula for success” which simplifies filling the building in a BIG way.

  32. System versus idea… Let’s Talk Systems

  33. #1: Professional Outreach Referred leads are four times more likely to close than non-referred leads. What is your referral plan?

  34. REFERRAL OUTREACH • Tying into collaboration, Ops must free up sales to go out & do outreach. There must be a strong back up team in place as well. • Your Sales Counselor should be out in the community 2-3 mornings per week working referrals and GOING STRAIGHT FROM HOME. • Focus must be to bring value, educate, and communicate with referral sources consistently.

  35. The #1 most important skill factor required to drive occupancy is to get more people in the door.

  36. Average inquiry to visit rates for AL is 45% & IL 35% Our benchmark is 60% with a goal of 75% Our student average is 74%.

  37. #2: The Inquiry System 40% of all incoming calls are mismanaged. 75%+ are mismanaged at night and on weekends. HALF YOUR LEADS ARE COMING IN AT NIGHT & ON WEEKENDS.

  38. Convert Captured Calls Into Tours Getting people in the door is the #1 most important skill factor required to drive occupancy.

  39. LET’S LOOK AT YOUR TOOL BOX • Inquiry Connection Sheets • Adult Child • Prospective Resident • Front Desk • Introduced this to you last year. Did you use it? • A location for your tool box. • COLOR CODECCS

  40. OBJECTIVES • Obtain control of the call. • Focus prospects on their needs. • BILD value. • Book a personal visit. • Every caller is treated as a HOT lead! • Follow the system and move shops to 100% and conversions to 75%.

  41. CONVERT APPOINTMENTS TO SALES

  42. Average Visit to Move in • AL = 22% - Our Benchmark is 40-50%* • IL = 20% - Our Benchmark is 40% • CCRC = 12% - Our Benchmark is 25% • Our student average is 40% • *Total Visit to Move In includes all re-visits which impacts conversion

  43. ON SITE VISITS • People used to look at 1.9 communities prior to making a move. • It then moved to 4 communities prior to making a move. • Today, it’s as high as 7-8 communities. • How do you stand out?

  44. FIRST IMPRESSIONS • What do your prospects FEEL when they come into the community?

  45. APPOINTMENT PRE-PLANNING • Sales counselors ARE NOT pre-planning their appointments. • Communities blend together and no one stands out from the other. It hurts but it’s true. • Industry shops indicate over and over that the experience had by shoppers is not positive overall. Why would people be excited to buy?

  46. APPOINTMENT PRE-PLANNING • Why we are not doing it: • Never had to in the past. • We are not in a proactive mindset and not looking to see the sale through. It’s always about the next person walking in the door for the sales counselors. • Not USING this piece of the system consistently.

  47. BEST PRACTICE Require that visit planning sheets are done on all pre-set appointments. Spot review them weekly. Talk the language. Engage staff to come up with ideas and to foster collaboration. Never stop asking, “What was your WOW?”

  48. INCENTIVES VS. TRAINING Which works and why?

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