FOR: Retirement community owners, marketers and sales teams. Marketing a retirement community or senior care services gets your brand in front of the right people if done well, will deliver quality leads to you. How you handle those leads or prospects will make all the difference in filling your suites and growing your community. All too often, we focus all of our marketing budget on 'advertising' and forget about the 'sales' required to fill retirement suites. This presentation gives you everything you need to know about fine tuning your retirement community sales funnel and closing more deals. From the first phone call or email through to the retirement home tour and follow-up, we give you all of the best sales tips for retirement communities so you can improve your lead-to-move in conversion rate without increasing your advertising budget. Presented at the Comfort Life Marketing Academy Seminar by Heather Green of Greenhouse Marketing & Communications. More presentations and on demand webinars available at http://www.ourkidsmedia.com/marketing/retirement-living/

1. 1
Making
the
Most
of
Your
Sales
Funnel
–
How
to
Maximize
on
Your
Leads
and
Decrease
Prospect
Drop-­‐off
Comfort Life
Lunch & Learn
THURSDAY, APRIL 16, 2015

2. 2
IntroducEon
to
GMAC
• Greenhouse
MarkeEng
&
CommunicaEons
• Heather
Green
• Patrick
Boult
• Sylvia
WaNs

3. 3
Let’s
put
our
brains
together
• The
world
according
to
me
• Opinions,
thoughts
• Ideas
that
have
worked
• Ideas
that
have
bombed
• Bathrooms
and
phones

4. 4
Our
Approach
for
Today
• Variety
of
people
in
the
audience:
• Home
care,
management,
consulEng
and
reErement
• Site
and
head
office
people
• RepresenEng
one
locaEon
or
many
• In
development
stage
or
exisEng
• Let’s
talk
on
two
levels:
• Things
a
regional
or
head
office
person
can
do
to
support
the
sales
funcEon
• Things
a
site
person
can
do
to
maximize
their
leads

5. 5
MarkeEng
&
Sales
–
which
is
which?
• MarkeEng
–
all
those
acEviEes
undertaken
to
get
someone
to
contact
your
organizaEon
• Sales
–
the
process
that
occurs
once
a
prospect
has
made
iniEal
contact
Today
we
will
concentrate
on
sales
ac0vi0es

6. 6
The
MarkeEng/Sales
Mix
• Too
o^en,
there
is
an
imbalance
with
the
markeEng/sales
mix
• Too
much
emphasis
is
put
on
generaEng
leads
and
not
enough
on
managing
each
of
them
fully
• This
can
lead
to
too
much
traffic
to
be
managed
effecEvely
• The
result?
You
only
get
the
“low
hanging
fruit”
–
assisted
living
clients
or
those
who
“sell”
themselves

7. 7
The
MarkeEng/Sales
Mix
• Some
percentage
will
always
close
but
a
good
sales
process
results
in
higher
conversion
rates
with
less
traffic
and
few
markeEng
dollars
spent
• It’s
a
vicious
circle
–
if
you
don’t
spend
enough
Eme
with
each
prospect,
you
end
up
needing
more
traffic
simply
to
achieve
that
percentage
that
are
needier
AL
clients
or
who
come
in
prepared
to
buy

8. 8
Let’s
Explore
.
.
.
• Your
metrics
• Your
funnel
• Where
you
legiEmately
lose
prospects
along
the
way
• Other
prospects
who
“leak
out”
unintenEonally
• Those
we
lose
once
they’ve
actually
made
it
to
the
door
• The
big
fat
gaping
drain
at
the
boNom
of
the
funnel
–
lack
of
follow-­‐up

9. 9
Your
Metrics
• It’s
important
to
understand
where
your
prospects
come
from
and
how
much
it
costs
you
for
each
one
• Examine:
• Your
lead
generaEon
cost
• Your
resident
acquisiEon
cost
• Your
conversion
rate
from
new
inquiry
to
tour
• Your
conversion
rate
from
tour
to
deal

10. 10
Lead
GeneraEon
Cost
• Take
your
2014
markeEng
budget
for
all
lead
generaEng
acEviEes
(not
admin
like
postage
or
mileage,
or
collateral
materials,
model
suite
or
sales-­‐related
costs)
• Divide
it
by
the
total
number
of
new
leads
(internet,
telephone
and
walk-­‐in)
to
arrive
at
a
cost-­‐per-­‐lead
• Do
the
same
exercise
by
category,
such
as
print
ads,
community
outreach,
direct
mail,
etc.
to
compare
one
source
to
another
• Some
leads
are
cosEng
you
as
much
as
$500

11. 11
Resident
AcquisiEon
Cost
• Take
your
2014
markeEng
budget
for
all
lead
generaEng
acEviEes
(not
admin
like
postage
or
mileage,
or
collateral
materials,
model
suite
or
sales-­‐related
costs)
• Divide
it
by
the
total
number
of
new
residents
who
moved
in
in
2014;
it’s
up
to
you
as
to
whether
you
include
respites/short
term
stays
• Do
the
same
exercise
by
category,
such
as
print
ads,
community
outreach,
direct
mail,
etc.
to
compare
one
source
to
another
• How
much
does
it
cost
you
to
acquire
a
new
resident?

12. 12
Conversion
Rates
• Three
types:
• IniEal
inquiries
to
tours
–
we
aim
for
50%
• Tours
to
deals
–
depends
on
market
–
from
15-­‐35%
• IniEal
inquiries
to
deals
–
varies
widely

13. 13
Why
is
this
helpful?
• For
budgeEng
• For
diagnosEcs
There
are
only
two
ways
to
increase
sales:
Your
either
increase
traffic
and
maintain
the
same
closing
rates
OR
You
keep
the
same
traffic
but
improve
the
closing
rates
OR
You
increase
traffic
AND
improve
the
closing
rates

14. 14
Goal
Senng
–
Telephone
Goals
Monthly
Goal
(budgeted
new
residents +
attrition)
Closing
ratio of
deals to
tours
Number of
tours needed
Closing
ratio of
tours to
telephone
calls
Number of
telephone
inquiries
needed
Instructions:
• Do this exercise for each month
• Put your budgeted # of new residents + your attrition into
the first column
• Calculate your ratio of deals to tours in the second column.
• Calculate the # of tours required as per the ratio
• Calculate your ratio of tours to initial telephone calls
• Calculate the # of initial telephone inquiries required.
14

15. 15
Goal
Senng
–
Telephone
Goals
Monthly
Goal
(budgeted
new
residents +
attrition)
Closing
ratio of
deals to
tours
Number or
tours needed
Closing
ration of
tours to
telephone
calls
Number of
telephone
inquiries
needed
3
1:3
9
1:2
18
15

16. 16
Filling
Your
Funnel
Workable
Leads
Electronic
ads
Online
Ads
Print
Ads
Signage
Direct
Mail
Out-­‐of-­‐Home
Ads
Social
Media
Community
Outreach
Referral
Programs

17. 17
LegiEmate
Loses
Workable
Leads
Social
Media
Can’t
afford
it
Too
ill
Too
young
Wrong
ethnicity
Have
requirements
you
can’t
meet
Poor
locaEon
for
family

18. 18
Avoidable
Loses
Workable
Leads
Out-­‐iof-­‐Home
Ads
Social
Media
Can’t
find
contact
info
on
website
No
one
returns
call
Automated
phone
system
Brochure
takes
days
or
weeks
to
arrive
Inquiry
goes
to
voicemail
No
rapport
building
on
phone
No
discovery
done
on
phone
No
one
available
to
take
call
or
uninformed,
untrained
person
takes
call
Evening/weekend
phone
staff
are
clueless
Phone
rings
a
dozen
Emes
Told
to
call
back
Not
encouraged
to
come
in
for
tour
Quickly
offers
to
mail
out
brochure
Feature-­‐dumping
on
phone
Shared
info
not
recorded;
no
lead
sheet
started;
not
entered
in
CRM
English
skills
poor

19. 19
What
happens
once
the
funnel
drops
them
at
our
door?
Common
turn-­‐offs
Environmental:
• Difficulty
parking
• Challenge
figuring
out
where
front
door
is
• Heavy
or
difficult-­‐to-­‐open
door
• Inner
door
locked;
hard
to
figure
how
to
enter
• InaNenEve
recepEonist
• Residents
sleeping
in
lobby
• Odours
• Huge
office-­‐like
lobby
• No
residents
visible
• InsEtuEonal
or
care
atmosphere

20. 20
What
happens
once
the
funnel
drops
them
at
our
door?
• Dirty
building
• Dated
décor
• Too
much
paper
• Cramped
spaces

21. 21
What
happens
once
the
funnel
drops
them
at
our
door?
Common
turn-­‐offs
Sales:
• RecepEonist
is
not
expecEng
prospect
• Prospect
asked
to
fill
out
form
• Coat
not
taken
• Kept
waiEng
• Refreshment
not
offered
• Salesperson
does
not
give
full
aNenEon;
distracted
or
unprepared
• No
rapport
building
• Salesperson
does
not
refer
to
knowledge
already
gained

22. 22
What
happens
once
the
funnel
drops
them
at
our
door?
• Tour
feels
rushed
• Tour
directed
towards
family,
not
prospect
• Tour
begins
at
door
• Discovery
is
held
in
an
office
environment
• Brochure
is
given
at
beginning,
rather
than
end,
of
tour
• LiNle
to
no
discovery
• Residents
and
staff
are
not
introduced
• No
model
suites,
they
are
far
away
or
they
are
“ho
hum”

23. 23
What
happens
once
the
funnel
drops
them
at
our
door?
• Too
many
empty
suites
shown
• Empty
suites
shown
are
not
in
perfect
repair
or
need
cleaning
• Common
areas
are
disorganized;
their
purpose
it
is
not
immediately
apparent
• ObjecEons
are
not
countered
along
the
way
• Salesperson
fails
to
match
prospect
needs
with
product
offerings
• Salesperson
emphasizes
and
shows
things
prospect
has
indicated
liNle
to
no
interest
in
• Salesperson
fails
to
do
liNle
closes
along
the
way

24. 24
What
happens
once
the
funnel
drops
them
at
our
door?
• No
recap
done
• Tour
ends
at
door
• Salesperson
does
not
ask
for
close
and
neglects
to
set
next
point
of
contact
• Detailed
notes
and
next
acEon
not
entered
in
CRM

25. 25
The
huge
drain
at
the
boNom
of
the
funnel
.
.
.
Lack
of
follow-­‐up
Only
20%
of
marketers
follow-­‐up,
even
once.

26. 26
Keeping
the
funnel
full
• PrevenEng
loss
of
prospects
from
the
funnel
is
as
important
as
filling
the
funnel
and
is
less
expensive
• Four
strategies:
• Understanding
your
metrics
–
what
do
you
need,
how
much
does
this
cost
and
what
goals
should
you
set
• Ensuring
the
in-­‐person
prospect
experience
and
sales
process
is
excellent
• Following
up
• Infusing
a
sales
culture
into
the
organizaEon

27. 27
What
is
a
“Sales
Culture”?
• A
“sales
culture”
is
a
working
environment
in
which
all
employees
–
not
just
the
General
Manager
and
MarkeEng
Director
–
are
commiNed
to
keeping
the
residence
full
• You
can
almost
subsEtute
“customer
service”
for
“sales
culture”
as
the
same
elements
which
make
for
good
customer
service
also
make
for
good
sales.

28. 28
Fostering
a
“Sales
Culture”
Approach
A
focused
sales
approach
involves
making
the
most
of
each
lead:
• Every
employee
is
aNuned
to
doing
everything
possible
to
assist
in
sales
(customer
service)
• A
professional
salesperson
and
a
team
of
back-­‐up
“salespeople”
available
to
assist
a
prospect
at
every
reasonable
Eme.
• Making
a
good
impression
on
the
phone,
learning
about
the
prospect,
having
them
like
you,
genng
them
to
book
a
tour

29. 29
Fostering
a
“Sales
Culture”
Approach
• The
moment
of
truth
–
the
tour.
Great
salesperson
+
great
impression
about
everything
to
do
with
the
building,
residents
and
staff.
• Helpful,
Emely,
customized
follow-­‐up.

30. 30
The
Facets
of
a
Sales
Culture
• Lead
by
example
• Respect
the
sales
funcEon
• Employee
(and
resident)
engagement

31. 31
The
General
• The
General
Manager
has
the
greatest
impact
on
your
sales
culture.
• In
what
ways
does
he/she
set
the
tone?

32. 32
RespecEng
the
Sales
Role
If
the
organizaEon
believe
the
sales
role
is
important,
so
will
its
employees.
This
involves:
• Hiring
the
right
person
• Using
the
right
Etle
• PosiEoning
this
person
as
a
manager
• Giving
the
posiEon
only
sales
related
duEes
• Showing
support
and
respect

33. 33
What
is
the
MarkeEng
Manager’s
Role?
• AssisEng
in
development
of
the
markeEng
plan
and
budget
• AssisEng
in
occupancy
projecEons
and
budgeEng
• Providing
input
on
pricing
• Keeping
up-­‐to-­‐date
compeEtor
analysis
• ImplemenEng
elements
of
the
markeEng
plan
to
generate
traffic
–
generally
community
outreach
such
as
sponsorships,
presentaEons,
trade
shows,
etc.

34. 34
What
is
the
MarkeEng
Manager’s
Role?
• Handling
phone
inquiries
• Doing
tours
• Following
up
• Closing
deals

35. 35
Tasks
the
MarkeEng
Manager
Should
Not
be
Doing
• Manning
recepEon
• AssisEng
with
acEviEes
• Serving
at
Happy
Hour
• Handling
resident
concerns
The
grey
zone:
• Handling
internal
moves
• Signing
the
contract
• Purchasing
welcome
gi^s
• Arranging
funeral
flowers
or
donaEons

36. 36
The
Take-­‐Out
Window
Analogy
• Think
of
your
MarkeEng
Manager
as
the
staff
person
at
the
take-­‐out
window.
She
is
responsible
for
taking
the
order
and
genng
the
payment.
If
you
have
her
running
around
preparing
burgers
and
filling
straw
dispensers,
your
take-­‐out
window
will
be
losing
orders.

37. 37
Involvement
• Involvement
of
the
General
Manager
in
the
sales
funcEon
through
daily/weekly
meeEngs,
meeEng
prospects,
doing
tours,
conducEng
follow-­‐up,
signing
contracts
• Involvement
of
staff
at
every
level.

38. 38
The
Secret
Weapon
A
friendly,
caring
staff
is
the
most
powerful
selling
tool.
To
the
client,
their
impression
of
the
friendliness
and
welcoming
ambiance
of
the
residence
has
liNle
to
do
with
the
décor
and
much
to
do
with
the
smiles
and
kind
words
from
staff.
When
ques0oned
why
they
chose
a
par0cular
residence,
residents
o<en
say
it
“was
a
just
a
feeling.
It
felt
warm
and
friendly.
I
knew
it
almost
as
soon
as
I
walked
in
the
door.”

39. 39
Whose
Job
is
Sales?
We
all
know
the
answer.
Occupancy
is
everyone’s
job.
We
all
have
a
vested
interest
in
bringing
in
appropriate,
happy
clients
in
a
Emely
fashion.
The
General
Manager
oversees
the
funcEon,
helps
to
set
goals,
monitors
and
measures,
meets
prospects
being
toured,
contributes
at
Emes
by
responding
to
inquiries,
touring
or
doing
follow-­‐up
and,
most
importantly,
by
clearing
the
path
for
the
marketer
to
do
her
job.
.
.

40. 40
Whose
Job
is
it
Anyway?
The
designated
marketer
is
the
lead
on
taking
inquiries,
booking
tours,
conducEng
tours,
doing
follow-­‐up
and
closing
deals.
The
RecepEonist
assists
by
answering
the
phone
in
a
pleasant
unhurried,
clear
manner.
She
smiles
while
on
the
phone
and
gives
the
client
her
full
aNenEon.
She
asks
the
right
quesEons
and
finds
someone
to
handle
the
inquiry
–
a
real
person,
not
voicemail
or
a
message
–
if
possible.
She
takes
clear
messages
and
writes
down
every
detail.
In
person,
she
smiles,
maybe
even
stands,
and
makes
the
client
comfortable
while
waiEng.

41. 41
Whose
Job
is
it
Anyway?
Every staff member plays a role by doing his/her
job well so the residence looks great and the
service is exemplary. On a tour, each staff
member assists by smiling, saying “hello” and, if
introduced, doing their “30-second commercial”.

42. 42
The
30-­‐second
Commercial
• The
30-­‐second
commercial
is
a
well-­‐thought-­‐out
few
words
mentally
dra^ed
by
each
employee.
Then,
when
the
marketer
is
on
a
tour,
she
can
introduce
that
employee
with
confidence.
• Generally,
the
30-­‐second
commercial
should
include
the
person’s
name,
what
they
do
and
why
they
love
their
job
(or
why
they
think
the
residence
is
a
great
place).
For
example,
the
touring
marketer
may
stop
a
housekeeper
and
introduce
her
to
those
people
she
is
touring.
The
housekeeper,
having
mentally
prepared
her
30-­‐second
commercial,
can
then
say
a
few
lines
to
the
effect
of
“Nice
to
meet
you.
I’m
Helen.
I’m
the
housekeeper
on
the
third
floor.
I’ve
worked
here
almost
two
years
and
I
love
the
residents.
I
hope
your
mom
will
move
in
with
us.”

43. 43
The
30-­‐second
Commercial
• The
recitaEon
is
not
mean
to
be
canned
or
phony,
just
a
few
lines
from
that
employee’s
heart.
• You
can
schedule
a
short
inservice
on
each
shi^
to
teach
employees
the
30-­‐second
commercial.
It
can
also
be
part
of
your
orientaEon
program.
During
the
training
session,
each
employee
could
take
10
minutes
and
fill
out
a
form
detailing
what
he/she
would
say
during
their
30-­‐second
commercial.
Some
employees
could
be
asked
to
stand
and
read
theirs
out
loud.

44. 44
The
Sales
Role
for
Department
Heads
• The
sales
role
for
department
heads
varies
from
site-­‐to-­‐
site
and
company
to
company.
• Some
residences
have
mulEple
sales
people
so
the
requirements
on
the
team
are
less.
• Some
residences
have
no
designated
sales
person
so
the
role
is
split
among
every
department
head.

45. 45
The
Sales
Role
for
Department
Heads
• In
a
structure
that
exists
at
most
residences,
there
may
be
several
ways
in
which
a
department
head
could
called
upon
to
assist
with
sales:
• As
a
back-­‐up
to
answer
a
telephone
inquiry
when
the
Marketer
is
not
available.
• As
a
back-­‐up
to
take
a
prospect
on
a
short
or
full
tour
when
the
Marketer
is
busy
with
another
client
or
otherwise
unavailable
(perhaps
out
doing
community
outreach?)
• As
the
designated
person
to
do
tours
on
a
weekend
during
a
duty
manager
rotaEon.

46. 46
The
Sales
Role
for
Department
Heads
• In
either
of
the
above
cases,
the
department
head
must
be
sure
to
take
copious
notes
and
thoroughly
brief
the
Marketer
when
they
hand
over
the
lead
sheet.
• The
department
head
might
be
introduced
by
the
Marketer
or
another
department
head
on
tour.
The
marketer
may
even
seek
out
the
department
head
because
the
prospect
has
something
in
common
with
the
department
head
(home
town,
career,
etc.).

47. 47
The
Sales
Role
for
Department
Heads
• The
department
head
may
be
asked
to
join
a
Sales
Sprint
team
of
a
few
people
who
regularly
brainstorm
prospects
and
decide
on
objecEves
and
courses
of
acEon.
• Very
occasionally,
a
department
head
might
be
asked
to
follow
up
with
a
prospect
with
whom
you
really
hit
it
off.
• AssisEng
at
markeEng
events.

48. 48
Gaining
Commitment
• Changing
a
culture
and
making
it
sEck
is
not
an
easy
task.
It
involves
punng
a
plan
together
and
implemenEng
it
conEnually
and
consistently.

49. 49
The
Six
Secrets
of
Commitment
Building
• Lead
by
example.
Roll
up
your
sleeves
and
pitch
in.
• Involve.
• Communicate.
• MoEvate.
• Train
&
coach
• Recognize

50. 50
How
to
Involve
Employees
• Include
markeEng
&
sales
in
orientaEon
• Have
you
marketer
meet
&
tour
each
new
staff
member
• Devote
part
of
your
daily
department
head
meeEng
to
markeEng;
ask
for
suggesEons,
assign
tasks
• Choose
department
heads
to
serve
on
the
Sales
Sprint.
• Have
your
marketer
(and
yourself)
regularly
present
markeEng
&
sales
informaEon
at
employee
meeEngs;
ask
for
ideas
and
feedback.

51. 51
How
to
Communicate
• The
biggest
complaint
noted
on
most
employee
saEsfacEon
surveys
is
“lack
of
communicaEon
within
the
organizaEon”.
• Communicate
expectaEons
clearly
–
menEon
the
sales
duEes
right
in
the
interview
and
put
it
in
the
job
descripEon.
• Have
a
“markeEng
board”
in
the
staff
room
–
post
weekly
occupancy
and
traffic
informaEon,
as
well
as
adverEsements,
markeEng
materials,
etc.
• Devote
a
porEon
of
employee
meeEngs
to
markeEng.
• Have
a
monthly
markeEng
newsleNer.

52. 52
How
to
MoEvate
• Referral
bonus
• Lead
bonus
• Through
recogniEon
and
praise.

53. 53
Train
&
Coach
• IniEal
training
is
important
but
it
is
the
ongoing
day-­‐to-­‐
day
coaching
that
will
achieve
the
desired
results
–
a
change
in
behaviour

54. 54
Training
Programs
• IniEal
orientaEon
&
tour
• Everybody
is
a
marketer
–
training
session
led
by
your
marketer
• Telephone/recepEonist
training
on
sales
telephone
skills
–
led
by
your
marketer
• Department
head
training
–
how
they
fit
• Sales
training
for
marketer
and
selected
(or
all)
department
heads

55. 55
Understanding
the
Coaching
Role
• The
awesome
power
of
personal
aNenEon
• What
does
this
mean?
• Modelling
the
behaviour
you
want:
personal
aNenEon
and
relaEonship
building
• You
know
your
people
and
you
show
them
you
have
a
caring
antude
towards
them.

56. 56
The
Importance
of
Coaching
• Strong
sales
cultures
don’t
just
naturally
occur.
They
are
developed
over
long
periods
of
Eme
with
a
great
deal
of
effort
put
in
by
everyone
involved.
At
the
foundaEonal
level,
you
might
say
that
a
strong
sales
culture
at
a
given
residence
could
mean
that
everyone
is
commiDed
to
ensuring
the
residence
conEnues
to
thrive
–
to
be
full
with
a
wait
list.

57. 57
The
Importance
of
Coaching
• Gaining
commitment
–
in
our
sales
training,
we
talk
a
great
deal
about
gaining
the
commitment
of
a
prospecEve
resident
through
driving
a
strong
sales
process
and
following
up,
etc.
When
it
comes
to
developing
a
sales
culture,
gaining
commitment
from
the
people
who
work
for
you
is
paramount
in
achieving
your
goals.

58. 58
The
Importance
of
Coaching
• Although
this
might
be
paramount
to
the
success,
it’s
not
easily
achieved.
We
certainly
can’t
reach
into
someone’s
head
and
turn
up
their
level
of
commitment.
They
need
to
give
to
you;
they
have
to
want
to
do
their
best.
This
can
be
achieved
through
coaching
and
by
using
.
.
.

59. 59
The
Skills
of
a
Good
Coach
• A
caring
antude
• Your
presence
and
personal
aNenEon
• Developmental
bias

60. 60
Gaining
Employee
Commitment
Properly
coach
them
through:
• Clarity
(imagery)
• Increasing
their
competence
• Giving
them
recogniEon

61. 61
RecogniEon
–
Six
EssenEals
• Do
it
o^en.
• Do
it
promptly.
• Be
creaEve.
• Make
it
easy
for
a
person
to
do.
• Involve
all
employees.
• Build
it
into
the
system.

62. 62
The
Importance
of
RecogniEon
“A
manager
empowers
others
by
giving
them
recogniEon
which
enhances
their
self-­‐esteem
and
moEvates
them
to
conEnue
to
do
their
best
work.
A
person’s
power
to
achieve
success
if
dependent
upon
his
belief
in
himself
and
his
desire
to
do
consistently
excellent
work.
A
manager
has
more
power
to
achieve
his
objecEves
when
the
people
who
work
for
him
are
confident
and
moEvated
to
do
their
best
work.”
Diane
Tracy,
10
Steps
to
Employee
Empowerment

63. 63
How
to
Recognize
Employees
• In
1001
thoughyul
ways:
a
menEon
in
a
newsleNer,
a
post-­‐it
note
on
their
locker,
a
warm
handshake
and
kind
word,
a
note
card
sent
to
their
home,
a
Tim
Horton’s
gi^
card,
an
“execuEve
parking
spot”
for
the
day,
take
an
employee
to
lunch,
bring
in
a
favourite
treat,
etc.

64. 64
Capitalize
on
Your
Biggest
Fans
• Introduce
them
on
tour;
have
them
eat
lunch
with
a
prospect,
send
that
person
a
note
• Have
a
referral
program
• Do
an
“invite
a
friend
to
lunch”
week
• Host
their
groups
in
your
residence
• Use
them
in
your
ads
• Have
an
“Ambassador
Club”
–
special
events,
trade
shows,
tours,
new
residents,
respites,
newsleNers,
etc.
• Recognize,
praise,
thank

65. 65
Succeeding
with
the
Team
Approach
“If
everyone
is
moving
forward
together,
then
success
takes
care
of
itself.”
-­‐
Henry
Ford

66. 66
In
summary
• Stop
the
unnecessary
drain
on
your
sales
funnel
by:
• Understanding
your
metrics
and
seeking
to
make
improvements
in
process
and
performance
by
making
changes
• Refining
your
tour
process
and
the
“customer
experience”
of
a
prospect
• Following
up!
• Infusing
a
sales
culture
through

67. 67

68. 68
Thanks
for
the
opportunity
to
share
the
Greenhouse
MarkeEng
approach
sales