DiSC TrainingJamey Musgrove presents

What is DiSC?

DiSC Dimensions of Behavior is a personality profile system. It is one of the most successful and widely used personal and professional development instruments ever created. It has been used by over 30 million people around the world and has an acceptance rate of over 95%.It is a powerful tool that is easy to understand and helps simplify the complexity of human behavior.

What is DiSC?

The DiSC model of human behavior was first published in the 1920’s by Moulton Marston.As an early pioneer in the field of psychology, he studied the affect of will and power on personality and behavior.

William Moulton Marston

Marston’s research led to a number of modern theories, but he is best known for:

Assisting Universal Studios transition from silent to talking moviesServing as an advocate for women’s rightsCreating the comic book heroine Wonder WomanDeveloping the original DiSC theory model

William Moulton Marston

Marston studied the correlation of raised blood pressure and the resulting physical body changes.In his desire to find a way to prove a person’s innocence, his studies led to the invention of an innovative little machine in 1915…The first functional polygraph lie detector.He first used it in World War I.

Marston - DiSC

From Marston’s desire to develop a unit of measurement for mental energy (the energy of behavior and consciousness), came his DiSC model of human behavior.Based on his four-dimensional model, the Personal Profile System was created and first published in 1972.The model divides behavior into four distinct dimensions.

DiSC

Dominance

Influence

Steadiness

Conscientiousness

Dominance

Emphasis is on shaping the environment by overcoming opposition to accomplish results.

Tendencies include:Getting immediate resultsCausing actionAccepting challengesMaking quick decisionsQuestioning the status quoTaking authorityManaging troubleSolving problems

Influence

Emphasis is on shaping the environment by influencing or persuading others.

Tendencies include:Contacting peopleMaking a favorable impressionBeing articulateCreating a motivational environmentGenerating enthusiasmEntertaining peopleViewing people and situations with optimismParticipating in a group

Steadiness

Emphasis is on cooperating with others within existing circumstances to carry out the task.

Tendencies include:Performing in a consistent, predictable mannerDemonstrating patienceDeveloping specialized skillsHelping othersShowing loyaltyBeing a good listenerHandling excited peopleCreating a stable, harmonious work environment

Conscientiousness

Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy.

Tendencies include:Adhering to key directives and standardsConcentrating on key detailsThinking analytically, weighing pros and consBeing diplomatic with peopleUsing subtle or indirect approaches to conflictChecking for accuracyAnalyzing performance criticallyUsing a systematic approach to situation or activites

Why DiSC Training?

Understand the behavioral tendencies of individuals (and those of your team) and develop an understanding of how your behavior affects others.Improve communication and interaction with your prospective residents through more successful dynamics.Resource for insight and approach when dealing with communication challenges.

Why DiSC Training?

For the individual employee, DiSC helps to:Learn how behavior impacts their effectivenessDiscover your behavioral strengthsRecognize and value behavioral differences in others and adjust approach for more effective communicationEnhance individual performance and contribution to a teamReduce conflict and stress

Why DiSC Training?

Disc assessments were given to each of you

Here’s what we found…

Results

Most were consistently high in INFLUENCE indicated by strengths in the following areas:

EnthusiasticGregariousPersuasiveImpulsiveEmotional

TrustingInfluentialPleasantSociableGenerous

Patterns

Out of the 15 most commonly occurring profile patterns, Greystone Field Marketing results fell into the following 7 categories:

Appraiser Persuader Counselor Practitioner Inspirational Promoter Perfectionist

Emotions Is Driven to look good.

Goal Victory with flair.

Judges others by Ability to initiate activities.

Influences others by Competitive recognition.

Value to the organization

Accomplishes goals with the team.

Overuses Authority; ingenuity.

Under Pressure Becomes restless, critical, impatient

Fears “Loss” or “failure”; others’ disapproval

Would increase effectiveness with more

Individual follow-through; empathy when showing disapproval; steadier pace

APPRAISER

Emotions Being approachable; showing affection and understanding

Goal Friendship; happiness

Judges others by Positive acceptance of others; ability to look for the good in people

Influences others by Personal relationships; “open door” policy

Value to the organization

Remaining stable and predictable; developing a wide range of friendships; listening to others’ feelings

Overuses Indirect approach; tolerance

Under Pressure Becomes overly flexible and intimate; is too trusting without differentiating among people

Fears Pressuring people; being accused of causing harm

Would increase effectiveness with more

Attention to realistic deadlines; initiative to complete the task

COUNSELOR

Emotions Accepts aggression; downplays need for affection

Goal Control of their environment or audience

Judges others by Projection of personal strength, character, and social power

Influences others by Charm, direction, intimidation; use of rewards

Value to the organization

Acts as a “people mover”; initiates, demands, compliments, disciplines

Overuses Attitude that “the end justify the means”

Under Pressure Becomes manipulative, quarrelsome, or belligerent

Fears Weak behavior; loss of social status

Would increase effectiveness with more

Genuine sensitivity; willingness to help others succeed in their own personal development

INSPIRATIONAL

Emotions Displays competence; is restrained and cautious

Goal Stability; predictable accomplishments

Judges others by Precise standards

Influences others by Attention to detail; accuracy

Value to the organization

Is conscientious; maintains standards; controls quality

Overuses Procedures and “fail-safe” controls; overdependence on people, products, and processes that have worked in past

Under Pressure Becomes tactful and diplomatic

Fears Antagonism

Would increase effectiveness with more

Role flexibility; independence and interdependence; belief in self-worth

PERFECTIONIST

Emotions Trusts others; is enthusiastic

Goal Authority and prestige; status symbols

Judges others by Ability to verbalize; flexibility

Influences others by Friendly, open manner; verbal adeptness

Value to the organization

Sells and closes; delegates responsibility; is poised and confident

Overuses Enthusiasm; selling ability; optimism

Under Pressure Becomes indecisive and is easily persuaded; becomes organized to look good

Fears Fixed environment; complex relationships

Would increase effectiveness with more

Challenging assignments; attention to task-directed service and key details; objective data analysis

PERSUADER

Emotions Wants to keep up with others in effort and technical performance

Goal Personal growth

Judges others by Self-discipline; position and promotions

Influences others by Confidence in their ability to master new skills; development of “proper” procedures and actions

Value to the organization

Is skilled in technical and people problem-solving; displays proficiency and specialization

Overuses Over-attention to personal objectives; unrealistic expectations of others

Under Pressure Becomes restrained; is sensitive to criticism

Fears Predictability; no recognition as an “expert”

Would increase effectiveness with more

Genuine collaboration for common benefit; delegation of key tasks to appropriate individuals

PRACTITIONER

Emotions Is willing to accept others

Goal Approval, popularity

Judges others by Verbal skills

Influences others by Praise, opportunities, favors

Value to the organization

Relieves tension; promotes projects and people, including him or herself

Overuses Praise, optimism

Under Pressure Becomes careless and sentimental; is disorganized

Fears Loss of social acceptance and self-worth

Would increase effectiveness with more

Control of time; objectivity; sense of urgency; emotional control; follow-through on promises, tasks

PROMOTER

Recent New-HiresPosition Hire Date Pattern D I S C

MA 8/2/2010 Appraiser 7 25 12 19

MA 9/8/2010 Appraiser 9 21 11 22

SD 3/15/2010 Counselor 12 19 17 11

SLC 10/11/2010 Objective Thinker 11 12 15 21

PMIC 6/1/2010 Perfectionist 3 14 26 18

SLC 1/18/2010 Persuader 18 27 7 6

PMIC 3/29/2010 Practitioner 8 23 14 17

PMIC 1/18/2010 Practitioner 2 25 17 21

SLC 8/2/2010 Practitioner 11 19 15 17

HS CRC 6/7/2010 Promoter 12 27 10 12

MD 2/22/2010 Promoter 16 23 11 11

MD 8/2/2010 Promoter 15 27 3 8

PMIC 3/29/2010 Promoter 11 21 14 14

Strengths Overused Can Become Weaknesses

D who is good at directing and deciding, may become autocratic.i who is good at promoting and persuading, may oversell and manipulate.S who is steady and agreeable, may give in despite their needs.C who is good at analyzing and checking, may become perfectionistic and indecisive.

Final Thoughts

An individual’s success is dependent upon his or her motivation and ability to adapt.

Success ≠ certain behavioral pattern

Success is an individual knowing themselves, understanding others and adapting to the needs of the situation.

Final Thoughts

DiSC patterns are beneficial in identifying certain behavioral tendencies and in finding the right blend of strengths for the team.

However…

There is no ideal profile for any one role or group.

Going Forward

Remember…behavior can change, be adapted, and is situation-specific.

The more you know about the interpersonal tendencies of yourself and others, you can

adjust the way you interact to facilitate communication and contribute to overall

team cohesiveness.

QUESTIONS?

Communication and Discovery:

The Art of the Sale

Tricia Mackin presents

Words Don’t Have Meaning…

People Do!

Communication Quiz

What part of communication is verbal?

7%What part of communication is tone?

38%

What part of communication is body language?

55%

First Impressions

Every aspect of our interaction with them and their experience with us is part of selling

GreetingOpen the door for themOffer a beverageTake a seat

Remember, while you are qualifying them… they are qualifying you to determine if you are trustworthy

AppearanceEye ContactTheir entry experience with youThe way you treat colleagues and residents

“Who” They Are – Not Just “What” They Say

What they say are just the facts:PriceSquare footage requirementsToilet Height

Who they arePersonality Personal historyRelationshipsHopes and dreamsFears and realities

Discovering the WHO

15-2-1015 – Minutes of Prep Time

2 – Minutes to Mirror and Build Rapport

10 – Minutes to listen to needs and/or 10 Questions

15 Minutes - Preparation

Consult notes in REPsPrepare mentally to listenWhat might be exceptional about this personPlan questions unique to their situationWhere do I find a connection?

Be a Trusted Advisor Consistent Helper Solution Provider

Mirroring to Build Rapport

Name that time…she can do it in 2!

Is a sale won in the first 2 minutes? Rarely if ever

Can it be lost in the first 2 minutes?

Absolutely!

Socializer

Happy, friendly, gregarious“Relaters” – don’t care for detailsTalk fast and sometimes too muchLike complimentsTake up lots of your timeBe friendly and outgoing…even if that is not your natural personality

Thinker

Might stay silent on entire walk from lobby to officeThey need reassurance and not pressureDo not engage

Until they get settled inHave your full attention

Give themPhysical space Talk lessTalk slowly

Director

Aggressive – like to get right to the pointSpeaks in short, staccato sentenceDoes not want to “waste” time socializing Move fast Speak lessBe intentional Be concise

Who am I???

A touch of schizophrenia…Never underestimate how mirroring their body language can create a positive experience

10 Questions/10 Minutes

No one wants to be sold to…but we all like to buyTake 10 full minutes to really get to know themEach individual is differentAsk 10 questions unique to them (Remember, you already wrote these down in the 15 min prep time)Take notes!!

Note taking builds credibility They will know you are truly interested when you are taking notes and will go deeper with their conversation

Why Take Notes?

Senior adults know there is only so much verbal information they can retain… you can bet they are wondering if you are able to retain all of the intimate details they are sharing with you

Write down your notes into key categoriesFamily, ConnectionsHome Value InterestsBarriers

Dive Deep

The order of your discovery does matterDon’t descend to fast…and also never ever ascend too quickly

Seeing/Experiencing the lifestyleCurrent decision makerUrgencyBasic NeedsAbility

See Them – Learn Their Experience

The LENS Principle: Who we are determines how we view others

If you are a quick decision maker – don’t assume they are Cynics tend to view decisions in a cloud of negativity

Do not read their minds or interrupt–let them finish speaking! Don’t spend listening time thinking – really listen!Our primary job is to infuse optimism for their future

Hope for what the future holds for them!

Experience Questions

Experience: Where do they live; what do they know about your community (both the sponsor and/or local community); what do they know about CCRC’s.

What prompted you to call today? How did you happen to hear about Amazing Community?Have you visited Amazing Community before? If so, what appealed to you?

Clarifying Questions:Have you been researching retirement options long or are you just getting started?Do you know anyone who lives in a CCRC? Amazing Community?What do you know about our sponsor?

Current Decision Maker

Reason for Current?

Asking solidifies that they are in control of the decision

They want to decide their own destiny

Not all will be in this situation but still feel the NEED to maintain a level of independence in the decision

Urgency

Urgency: How urgent is the need; is there a time frame they are thinking about; how much time should we spend with this 'prospect'

Tell me about your current situation.What would be a possible timeframe for considering a move?

Clarifying Questions:What is motivating you to research retirement options at this time?Have you and your spouse reached agreement on retirement options?What do you believe is a solution to {the issues which motivated you to address your current situation and shop for a retirement option}?

Basic Needs

Primary Motivators

Motivations: Ask them what’s No. 1Security: Physical/Financial

Nutrition: Chef, variety, choices

Loneliness: Active or anonymous as you choose to be

Fitness: Want to know it’s available

Privacy: Communal living

Basic Needs

What are their personal requirements?What are you looking for in retirement living options?What do you enjoy doing when you are not researching retirement options? What special interests do you have?What is the most important thing to you in considering this decision?

Clarifying Questions:If they immediately address pricing: Are you more interested in a one bedroom or two bedroom?What is the right community going to feel like to you after you move in and have lived in your new home for six months?

Ability

Why do we hold questions related to ability to pay or manage independently until the end of the discovery process?

Need must first be illuminatedIf people realize they have a need that has a viable solution…their ability to choose that option is greatly enhanced

What is their physical and financial ability? Where do you live now?How long have you lived in your current house

Clarifying Questions?What is your biggest concern with considering a move?To make a move to Amazing Community will you need to sell your house to cover the refundable entrance deposit.Will you need assistance making arrangements to place your house for sale? What assistance will you need to prepare your house for sale?

Key Decision Points

Focus on gestures/tone of voice

Avoid pre-conceived notions

Be alert to verbal/non-verbal clues

Note words they emphasize

Applications of 15-2-10

Being prepared and taking notes about their needs builds trust and credibilityBuilding rapport through mirroring techniques and appropriately responding to personality type relaxes the customer and quickly opens pathways to go deeper in conversation with themListen with all your senses and gauge their body language to learn the WHO as you decide how to lead the discovery process

PEOPLE BUY FROM PEOPLE THEY LIKE AND TRUST

The One Thing…

Infuse hope!To win the right to be heard – take time to step through a solid discovery process Be passionate about our message and point the way to a more hopeful future

LUNCH

Residency Agreement

Read ComprehendDiscussReference (location in Agreement)

Why Know Your R.A.?

“I’m a Sales Counselor, not a lawyer…why do I need to know the

Agreement?”

Credibility

If you are comfortable and confident with the R.A. your

Prospect will be too!

It is an integral part of the sales process.

Why Know Your R.A.?

Today’s Prospect ProfileLikely to use a professional advisorIs well educatedHas substantial financial resourcesAnalyzes Risk and plans accordinglyIs weary of Senior ScamsUnderstands LTC costs

Why Know Your R.A.?

Every Community’s R.A. is Different

State LawSponsorCompetitive EnvironmentActual FacilitiesAvailable Continuum

Frequently Asked Questions Answered in the R.A.

F.A.Q.

What is the Entrance Fee used for and will I receive interest?

AnswerReference: Entrance Fee and Monthly Fees

F.A.Q.

What services are included in my monthly fee?

AnswerReference: General Services and Facilities

Included General Services:

F.A.Q.

What happens if my spouse requires a higher level of care than I do?

AnswerReference: Transfers and Readmission;

Double Occupancy Single Transfer:or

General Services; Lifecare Benefit/Long Term Care Benefit;

Effect on Monthly Service Fee

F.A.Q.

Can I have Home Health Care in my apartment?

AnswerReference: Residents’ Rights &

Obligations Home Health Care Services:

F.A.Q.

Can I have overnight guests?

AnswerReference: Miscellaneous; Guests:

or Residents Rights and Obligations; Guests

F.A.Q.

When will my Entrance Fee be refunded?

AnswerReference: Terminations and Refunds;

Termination of Residency after Occupancy: Refund of Entrance Fee; Right of Set-off

F.A.Q.

Can I change apartments after I move in?

AnswerReference: Terminations and Refunds;

Relocation:

F.A.Q.

Will my Monthly Fee increase?

AnswerReference: Entrance Fees and Monthly

Fees Changes in Monthly Service Fees:

F.A.Q.

What if I need a higher level of care and there is no space available?

AnswerReference: General Services; Life Care

Benefit/Long Term Care Benefit; Admission:

F.A.Q.

When and how is it decided that I can no longer live in my apartment?

AnswerReference: Transfers and Readmission

Consultations:

F.A.Q.

What if I run out of money?

AnswerReference: Entrance Fee and Monthly

FeesResidents Who Become Unable to pay:

F.A.Q.

How does the dining program work?

AnswerReference: General Services and Facilities

Dining Service:

The Tough Ones

While most terms of the R.A. are straight forward and reinforce the value of the Community, Prospects might object that some sections are ambiguous or uncertain. It is important to understand where in your R.A. these might be and how address with Prospects.

Examples Include:

No written cap on monthly fee increasesExcessive delay on refund because of low occupancyLoss of refund because of financial problems/bankruptcy of the communityCommunity holds final decision for health related transfers

Resources

Remember to Use your Management and Operational Team to help handle tough objections. It goes back to credibility.

Resources

Regional ManagerSponsorExecutive DirectorAdministratorDirector of NursingBoard of Directors

Legalese

Definition: Language that is typically used in legal documents and is

generally considered by lay people to be difficult to understand

Severability

A clause in a contract that allows for the terms of the contract to be independent of one another, so that if a term in the contract is deemed unenforceable by a court, the contract as a whole will not

be deemed unenforceable.

Right of Set-off

An agreement defining each party's rights should one party default on its

obligation.

Subordination

Allowing a debt or claim which has priority to take second position behind another debt, particularly a new loan.

Right of Subrogation

The right to assume the legal rights of a person for whom expenses or a debt

has been paid.

Right of Subrogation

The right to assume the legal rights of a person for whom expenses or a debt

has been paid.

What are your stories and how did you respond?

Overcoming ObjectionsChuck Schwambach and Tricia Mackin present

Fear!

No Fear

Take the Objection Head onAn objection signals that they are fully engaged

Seek Understanding and rephraseOvercoming Objection only way to determine it’s Real

“The Prices Worry Me”

“I thought this was a not-for-profit community!”

No Fear

Refuse to accept the first responseDig deeper to find the heart of the issueActively listen and mirror to build trustDon’t become a Buyer instead of Seller

Remember purpose of true discoveryFind the emotional connectionProvide solutions to the true needAsk Open Ended Questions

Objections

Not ready yetI need to think about thisI’m too Young- -- I’m too OldI can’t afford this Apartment is not large enoughI don’t want to leave my home/my friendsI don’t want to live around sick/old peopleI don’t need all the amenities and services I am healthy I enjoy working around my homeThis will be too far from my childrenMy children don’t want us to do this

The ABC’s of the Close

Closing takes place throughout the saleEmotional

“How do you feel about what we just discussed?”

Practical“If I am able to provide a solution that overcomes the hurdles we’ve discussed, will you consider this option”

LogisticalAlways be on alert to buying signals (Verbal & Visual)Know what you will offer as their “Next Step”

Logical Always able to close for “The Plan”

The Right Assumption

You WILL guide them to “YES!”Build the Relationship

Learn WHO they areKnow what they VALUE

Be their Trusted AdvisorNothing can break down barriers like TRUSTBe responsive to their NEEDS

Provide Value Answer the “What’s in it for me?” Focus on what means the most to each customer Help them to see your community as the SOLUTION

BREAK & BREAKOUT SESSIONS

Effective Retention Tools

Mary Krantz presents

Marketing Involvement

Retention is all about relationshipsHappy residents do not move outContent residents referInvolved residents add to the vibrancy of the community

Retention Management

A snapshot of interests, contacts, event attendanceREPSSpreadsheets

Retention Tools

Depositor OrientationRegular Social GatheringsPersonalizationSurvey & TrackingIndividual Retention Plans

Retention Tools

EventsHelp to build that sense of community – even before the community is built and occupied

Community/Residences ShowcaseLifestyle EventsResident Social EventsMarketing EventsCombining Marketing Events with Resident Events

Event Invitations

Event Invitations

Event Invitations

Event Invitations

Event Invitations

Event Invitations

Event Invitations

Event Invitations

What Are Your Best Tools?

DiscussionSharingClose

Retention and Successful Events

Prevention of CancellationsCall outs and Appointments

Proactive The sale doesn’t stop at the Deposit – continue to callPersonalization of apartment – indicator?Monitor Event attendance for those who do not attendUtilize MI Coordinator for Call Outs & appointmentsMarketing and Management Team

ReactiveNo news is good news or is it?Self-fulfilling prophecy - don’t call because you’re afraid they’ll cancel

Retention and Successful Events – 2

Cancellations – they happen at all stages

Save those that can be savedLoss of benefits: charter, construction, etc.Reality hits – need reassurance that they made the right decision

Letting go of those that cannot be saved

No longer qualified Need HS nowFinances

Keep them in REPs and keep in contact

Retention and Successful Events – 3

Big Events Fun - Lifestyle

To mix or not to mix – depositors/leads/prospectsDepositor only eventReferral Events

Focused on Move-In - PhysicalConstruction UpdateRoll out of Incentives/ToolsMoving ExpoReal Estate/Rightsizers/Attorneys

Moving in – Psychological/Emotional

Retention and Successful Events – 4

Smaller EventsMove-In Related

Neighborhood specific Real Estate SeminarsService specific seminars

Rightsizers / DownsizersMoversInterior DesignersFurniture companiesStorageTemporary Housing

Retention and Successful Events - 5

Small Depositor EventsResident Related –Transitioning to a Resident

Fun - LifestyleSpecific to a group as to interest or situation

Single Ladies Mini Spa Day Food – Men’s lunch/breakfast

Site specific – local celebrities

Realtors – neighborhood specificTake the big events and make them small by current neighborhood and/or or the new “Community” neighborhood.

REPs – Opening Stage

Move-In ProcessMove-In Coordinator

Move-In CoordinationMI Coordinator is the Key

MarketingManagementConstruction

Turnover of Common areasTurnover of IL apartments

Complete Staggered

Turnover of Health Services: AL, MS & SNF

Move-In ProcessSales Team

Sales Team continued focus on salesSales Process adding a tour to the process

DiscoveryDesignated Discovery/Closing Room at the communityCommunity common areas – privacy, distractions/availablity limited

TourSpecific to discovery: common areas & units (limited to?)Resist urge to “show it all”

Close – designated areaDistractions

Residents & FamiliesManagement TeamVendors

Move-In Goals added to Sales Goals – Process cannot stop or your pipeline will dry up.

Move-In ProcessSales Team - 2

Sales TeamOffice Location(s)

Off-site Sales OfficeKeep the leaseInitial Appointments

Community OfficeSubsequent AppointmentsTours

Walk –ins: how to separate the “true” from the “lookee-loo”. Scheduled

ModelsHow Many? Styles?Location(s) - Where

Guest Rooms / Trial Stay / Stay Overs

Move-In ProcessSales Team - 3

Contract SigningsAt Opening

All hands on deck

Post Opening Designate a management individual to do signingsMove-In Coordinator/Marketing Assistant to schedule

Management/Operations and Marketing

Keeping communications openTeam Player – doesn’t mean scrubbing the floors

Open

Moving from Sales Team to part of a Community TeamGraciously saying “no” to non-sales activities

Committees/Meetings/EtcResident Activities/Drop in activity

Marketing/Sales DirectorKeeping you focused on new salesPoint person for “committees”Budget – use of marketing dollars for Resident parties/events. (commingling)

Transitions …….

ResidentsFrom a Depositor to a ResidentDeveloping relationships with the new team

Sales CounselorLetting go physically – do you have time to visit each apartment?Letting go emotionally

“No one knows them like I do”.Mourning a loss of the former relationship of being #1 .

Transitions - 2

Resident and Family ReferralsDefinition of events – a resident event versus a referral generating event.Monthly

Resident CouncilResident parties in which they invite their friends

IndividualHousewarmingsHost resident clubs: Bridge, hobbies, Bible Study, etc.

Transitions - 3

Resident and Family ReferralsParade of Homes – residents showing off their apartments in addition or in conjunction with to the Model Open Houses.Outreach – Attend or speak at resident off site clubs and organizations.Other …….

Marketing Team

Everyone’s a MarketerTrain your “helpers”

Team/StaffExpectationsWork with the supervisors when a “helper” is not appropriate or an issue occurs.

ResidentsResident tour participation

Planned Spontaneous

Marketing Team - 2

The Marketing Team – GrowthIndependent Living

Marketing DirectorSales Counselor(s)Marketing AssistantMove-In Coordinator

Health Services TeamSales Counselor(s)OutreachAdmissions Coordinator

Close

SuccessFilling the community

GoalsSalesOccupancy

Working the processFocus on Sales - Only - Sales

DiscussionQuestions

Selling an Operational CommunityAngela Hanson presents

Key Understanding

“CCRC’s are SOLD, not Bought”

or

Selling an Operational CCRC

Lead Faces a Complex Decision Process-

Financial ConsiderationsContractual ImplicationsChoices that impact how they will liveNegative emotional connotationSale of HomePhysical Move

All and all, just too over whelming……

Decision Drivers

Phase/Care Level -Health Services-Needs DrivenIndependent Living-Blue SkyPlan in PlaceOperationalReady to move

Multi Layered Decision Process

Getting to “yes”:

One

• Will I ever move?• Home vs. CCRC

Two

• Where will I move?• Your CCRC vs. Competition

Three

• When will I move?• Move now vs. Move later

(A.K.A “Not ready yet”)

Cart Before the Horse

“You can’t sell urgency before desire”

You Had How Many Cancels??

Question: What percentage of Blue Sky depositors typically move into a community?

Answer:50%

Operational Sales Objective

Overall Goal-

Get people moved in!

(Fast!)

From Inquiry to Move-In

Sales Process-Take it one step at a time

Sales Process

Inquiry On-site event

Appointment• Discovery• Tour

Selecting an apt• Inventory Issues• Targeting price

point

Getting to “yes”• Overcome

objections• Eliminate

Obstacles• Creating urgency

Deposit• Move-In tools

Move Preparation• Downsize• List house• Physical Move

Actual Move-In

Inquiry

ALWAYSAsk how they heardConfirm infoHave they visitedReason for callTry to get them inConfirm next step

AVOIDSelling by phoneNot being interestedNot setting timingSpecifics of pricingQualifying by phoneSending too much

On-Site Event

ALWAYSConfirm rsvpEstablish agendaReview logisticsRegisterBasic & GeneralUtilize residentsConfirm next step

AVOIDOver informingOver touringToo many attendeesSpecifics of pricingGoing too long

Appointment

PreparationReview notes-

What do you know?What do you need to know?

Notification of staffPrepare collaterals etc.Refreshments Preview areas to be used/toured

Discovery

OBSERVATION

Physical appearanceMobilityBody languageEye sight & hearing

INTRODUCTION

Establish connectionExplain process & timingQuid pro quoBe “interested”

Tour

ALWAYSMatch to wantsMap in advanceFocus busy areasIntroductionsBasic & GeneralUtilize residents

AVOIDDon’t show it “all”Dining on the 1st visitAssuming wantsRushing

Apartment Selection

• Availability• Price Point• Location• Features and benefits• Handling negatives

Getting to “Yes”

Objections• Too expensive• Apt too small• Desired apt not available• Residents too “old”• Don’t like food• Cheaper at home• “Not ready yet”

Getting to “Yes”

Obstacles• ACI• Terms of the agreement• Timing• Real Estate Market• Apt availability

Getting to “Yes”

Creating Urgency• Health approval• Inventory• Pricing• Reality of current situation• Seasonality• Incentives and Tools• If I could do X, ……….

Deposit

CCRC ? Your CCRC ?Ready yet?Understand value?Found a great apt? ACI supportive? Reviewed finances? Aligns with values?

Ask for the check!

Move Preparation

Move-In ToolsReal estate partnersMarket AnalysisMarket conditionsOrganizer/Planner

Actual Move

Make it happenHand them overAsk for referrals!

Share Your Challenges

Discussion of challenges in your specific communityCommon themes?

Aging community – physical plant tiredResidents aging in placeProgramming, activitiesDining venues

Share a Recent Success

Share your successShare your ideasOther

Challenge Yourself

WRAP UP