Change is hard – for an older adult navigating a move to a senior housing community and for our client partners. No matter what type of change is occurring, the component parts are the same: what has “always been” can’t stay the same, and what “will be” is uncertain.
Our job as your dedicated Sherpa is to guide you through the process of navigating change gently with expert, operator-tested feedback. To get you started, we’ve compiled the most common feedback received from thousands of users who have undergone this journey before. Do any, some, or all of these resonate with you?
What it sounds like: “Occupancy is a concern. Our company lacks a dedicated sales culture or training system. It’s not that we don’t know what to do, it’s that we have trouble sustaining it.”
What it involves: Adopting standard sales language, metrics and processes which can be leveraged for improved conversion rates. Getting comfortable with the idea of risking a change given the fact that the stakes are high and performance is a must.
How the CRM fits in: As a tool to both introduce desirable sales behaviors and to sustain those behaviors over time.
Internal imperatives: High degree of urgency around data, analytics, lead generation and marketing automation. Usually an abundance of metrics and monitoring in place without an ability to affect change. “What we’re doing now is working ‘ok’ but any change would have to result in real improvement in the short- and long-term goals.”
What it sounds like: “We know there are some functionalities and features in our current system that could stand improvement. With all the new options entering the market, we are curious about what Sherpa does and how it is different from our current system. We have a sales process and culture in place that we’re happy with, how would your system supplement that?”
What it involves: An in-depth analysis of existing workflows and an assessment of the internal temperature for change.
How the CRM fits in: Typically as a technology upgrade. Additionally, as a strong sales behavior tool for organizations who have an established culture but indistinguishable metrics for evaluating that culture (i.e. looking to improve conversion rates, but can’t effectively “see” the behaviors contributing to improved conversions at the point of sale).
Internal imperatives: Leveraging change as a strategic, competitive advantage with a measurable return on efficiency and existing process optimization. Language and implementation can’t disrupt what is working really well.
What it sounds like: “Our CRM is part of a legacy system. We purchased the software for billing and clinical purposes, and the CRM was just part of it. It is nice that it speaks to the other departments in our communities but the customer support is poor, the contracts are difficult to negotiate and it’s slow and outdated. Our sales team doesn’t like using it, we’re sacrificing their effectiveness for operational workflows.”
What it involves: Understanding the life cycle of legacy systems in the senior housing market and new products entering the market. Building a bridge between the platforms that legacy softwares offer (clinical, operations, financial) and a CRM that your sales team and associated managers will love to use. Evaluating your current contract and preparing for a negotiation if required over cost of data extraction. Understanding the possibility of integrating in advance so you have an understanding of how a change would affect company workflows.
How the CRM fits in: As a specialized, aligned sales tool which becomes an extension of your team’s daily planning and execution. Sales informs operations instead of the other way around and begins the customer journey from the initial inquiry forward.
Internal imperatives: Meaningful integrations to minimize workflow disruption. Evaluation and sign-off by professionals directly engaged in the sales process.
What it sounds like: “What can yours do that others can’t? I may have to train and manage this system – how would I do that? Do my clients have to use Prospect-Centered Selling® to use your system? What is your customer support like?”
What it involves: Ongoing education on multiple systems and tools available to your clients in the market and a laser focus on what will help make them most successful in meeting their goals. An idea of their tolerance for change and a sense of what types of providers (ask for a client list of testimonials) select Sherpa.
How the CRM fits in: As a business intelligence lightbulb. As a surgeon’s knife. As validation and illumination of how applying consistent, measurable data to prospect interaction can help you coach and train sales professionals more effectively than your peers.
Internal imperatives: Ease of use and a reasonable contract. An ability to match a system with the client’s specific needs and my external teachings so our interests are aligned.
“Sherpa is not just a CRM. It is a key tool to lead and manage properly. It’s the best expert knowledge and skill development system in the field. I see all large, non-profit communities quickly moving to use it."