OPERATIONAL EXCELLENCE


Sales and Marketing Leaders Sketch Out Challenging but Exciting Scenarios


T


he COVID-19 crisis has driv- en the sales


and marketing team to go virtual. We meet them where they are – squarely in the lane with virtual tours, virtual events and we- binars, virtual home visits, and other digital outreach. However, face-to-face, in-community


Paul Hansen Director of marketing Legend Senior Living


marketing events will still be an important part of the marketing strategy. A virtual tour doesn’t give the prospect the experience of the people who will be their neighbors, the vibrancy, the life in the community, the quality of our associates and our life en- richment activities. COVID-19 really accelerated the time-


line for experimenting with these new meth- ods and systematizing them. We all need to learn from what is happen-


ing around us. I also think COVID-19 has convinced us of the importance of social media and content in our marketing plans. Our social media followers and fans have increased by 40 percent as families and friends tried every way to connect with their loved ones. Social media has been a phenomenal


way to keep families connected after weeks of separation. They've become hungry for and receptive to solid, relevant content since


extended reality


XR is the umbrella term for virtual reality, augmented reality, and mixed reality—all the types of “immersive technology,” including those that haven’t been invented yet.


they've suddenly focused on our response and how seniors can cope at home. But in 10 years, I imagine there will


less live interaction at the top of the fun- nel (awareness and interest) than we see currently. We will reach people digitally, nurture them through automation, invite them to virtual events, and give a virtual tour before they even walk in the door. I see greater use of predictive analytics


as we adopt new technologies in operations, life enrichment, and sales and marketing (es- pecially as the boomers dominate the target market). All of us marketers see a ton of data, but we'll fi nd ourselves talking about big data the way manufacturing, retail, and communications do now. To predict future need and craft services


and marketing practices, we're going to have to become very disciplined and quantify a lot of stuff we gauge by feel and anecdotal evidence today. 2030 will be an awesome blend of tech-


nology, data, and creativity. The people selling in 2030 are maybe around 20 today. How are they communicating? How are they shopping? Are they making phone call after phone call? Hardly. They're texting. Couples get mar-


ried today after years of just texting each other. Relationships are built with the thumbs rather than the voice, and the preferred me- dium of buying will become the preferred method of selling in the next decade. — By Paul Hansen


SENIOR LIVING MAY BECOME LESS SENIOR


Ten years from now, senior living sales and marketing will be hyper- personalized and truly omnichannel, featuring a consistent customized


experience online, offl ine, and after move-in. AI will enable personalization by channels, messages, and experiences.


Jamison Gosselin Vice president of senior living G5


Brands, for low fi xed and recurring investments, will know how every marketing dollar is spent and its ROI. Big data is no sweat by 2030.


Using AI, systems will continuously and automatically allocate dollars across the promotional mix and throughout the customer journey to the channels that matter.


New communications tools, such as enhanced social media, will equip boomers (and their gen X and Y kids) to actively design the lifestyle and services they’ll want.


Senior living will become less senior as a result, integrating more into mixed-use settings and incorporating multigenerational aspects. Hyper- personalization will enable senior living to remain a local business.


But despite that, solid and scalable brand diff erentiation, communications, reputation, and trust—that is, consistently delivering on what the brand says it will do—will drive further market awareness and penetration.


— By Jamison Gosselin MAY/JUNE 2020 ARGENTUM.ORG 27


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56