Assisted Living Marketing Should Place The Consumer's Value On Services

Do You Fully Appreciate Your Own Services?

Management and staff members in assisted living repeatedly tell me how good they are at caring for seniors. However, their marketing often does not communicate that viewpoint in a way that the consumer needs to hear it.

For example, in a recent "Talk'in About Care" training session attended by representatives of many facilities, I asked the group if giving out medications to their senior residents was an innovative service. People hesitated and looked at one another. Finally, someone said they didn't think so, and that became the consensus of the room. The reasoning - common, expected, nothing special.

The logic seemed to be that if everyone in assisted living is giving out meds (and hopefully, they all do it very well), it would not be important to the consumer? So this "everyday" professional specialty is normally listed among services, but seldom highlighted.

The Eyes Of The Beholder

I then brought it to the group's attention that I just read an article in McKnight's Long-Term Care News that stated "Older adults make more than half of all trips to the emergency room for adverse drug interactions." My students were not surprised to hear this and agreed that it is a major concern for seniors and their family members. So my conclusion to them was that they have a target market that places a high value on a service they provide. At the same time, they feel it is a very important (but common) service and are proud of how well they provide it, yet they still undervalue this service...and neglect to claim its marketing advantages.

Common Marketing/Communication Mistakes

Assisted living companies and staff members often communicate value in their terms. This can lead to their target markets not understanding and/or relating to the message that is given or the value of the service being offered. Here are four mistakes that senior care providers frequently make.

1. Highly value what they do from an industry insider viewpoint. This tends to over value a service and/or not connect well with the consumer. Example: The salesperson raves about how their facility is just like home, while the prospect looks around and sees little similarity to their three bedroom, 2 bath home that is filled with 25 years of memories and provides feelings of comfort.


2. Undervalue what they do because they do it every day and take its benefits for granted. Example: Give out meds with set procedures that include checks and balances, but do not highlight a 10 Point Medication Management Program that is in writing and on their website.


3. Neglect to utilize a service they already provide to address an important issue of a target market. Example: Offer exercise and stretching classes, but do not relate or highlight how these services help those with arthritis to maintain or improve grip, balance and/or flexibility.


4. Neglect to package services together that they are already providing to address an important issue of a target market. Example: Sticking with the arthritis example above, do not promote an Easing Arthritis program even though they offer exercise and stretching classes, along with providing a menu and nutritional supplements that decrease inflammation, ice pack therapy, massage of stiff joints and medication management.

Speak Their Value, Increase Move-Ins

Value in assisted living must absolutely start with the management and staff. However that value must be communicated to the consumer in a way that makes sense to the end user/caregiver/decision maker and will be seen as resolving their issues. Three ways to accomplish this are:

1. Providing innovative services that are seen as valuable to your target markets.


2. Packaging services and amenities into programs that address the needs of target markets.


3. Target and serve niche markets that have specific needs that match the benefits of your innovative services and programs.

When the consumer values an innovative service (or package) that addresses their need, the providing facility gains a selling advantage. In addition, that service often becomes a measure of comparison. So in the example above, facilities who do not offer their version of an Easing Arthritis program on their website and/or on their tour are immediately put at a competitive disadvantage.

These services do not have to be new (although new services can be a huge plus). They just have to provide important benefits to those who need them. Then work hard to improve your communication of that (consumer) value...and train your staff to relate that value. By doing so, recognition and referrals will go up, decisions will be made faster, and your move-ins will increase.