on Health that several policies be amended courteous, high-quality service, especially Sales, not to be confused with marketing,
to include incentives for the use of home in their encounters with residents. begin when the groundwork has been laid
equity to ﬁnance health care for seniors. “The concierge (receptionist) position by marketing. Sales depend on leads, which
Also proposed for consideration is that cer- is one of the most important in a SLC. are converted to sales after a carefully stud-
tain retirement income be excluded from Not only is the position the hub of activity ied approach of the available leads. For the
federal taxes if used to pay for health ser- and communication for residents, but the beneﬁt of the sales staff, the author describes
vices. These provocative proposals are cer- concierge is also usually the ﬁrst contact behavioral characteristics of seniors. These
tain to engage the attention of seniors and for guests and prospective residents.” (The are interesting and at times amusing.
their advocacy organizations. reviewer found this position neglected by The information is practical rather than
Where is the money currently coming most of the SLCs visited.) theoretical. Every process is described in
from to ﬁnance construction of senior liv- The volume of material describing the how-to terms. Marketing directors would
ing facilities? Developers are making use spectrum of SLC services is vast and all- be well advised to give this section a thor-
of multiple resources—tax-exempt bonds, important. Services fall into eight categories: ough review.
pension funds, conventional loans, pro- resident relations and health, transportation, The new chapter on caring for people
grams of the U.S. Department of Housing food and beverage, dining, housekeeping, with memory impairment describes special-
and Urban Development, and private fund- laundry, maintenance, and capital improve- ized programs for individuals with dementia.
ing, among others. Because of the failure of ment. This growth area is more complex than tra-
many projects, lenders have become wary. Here as elsewhere, the text is replete with ditional senior care. “Operators who develop
To succeed, management and marketing details that instruct, inform, and advise. expertise in this component of care will pros-
expertise is critical but is in short supply Examples of the level of detail to expect are per while others may become overwhelmed.”
because of the industry’s newness. a housekeeping checklist, a food guide for This section reﬂects the author’s current pro-
Modalities of senior health care and older adults, handling complaints, and a fessional work as president and chief execu-
housing are changing, and functions among sample activities program. tive ofﬁcer of an organization specializing in
providers are shifting. New partnerships are Health services seem inadequately Alzheimer’s disease and other dementias.
forming, such as assisted living afﬁliating addressed. Models to show how the services To conclude, this is a business-oriented
with hospitals to create a broader range of can be organized, supervised, and delivered book for the SLC industry. It intends to
services. Despite its ﬂuidity, the market is would have been useful. make operations successful while recogniz-
expanding, and opportunities exist, along ing that residents must be well served. The
with the challenges and risks of a complex claim that it sets the standards for excel-
new industry. MARKETING AND SALES lence seems justiﬁed.
This is the book’s strongest section and It is, however, written about seniors, not
Pearce places high priority on marketing.
attests to the author’s broad knowledge for them. A contemplated move into an
It should begin, he believes, at the earli-
and experience. It is followed by technical SLC is usually a very difﬁcult decision for
est stage of planning an SLC. The initial
sections, essentially resource manuals for analysis of the market should determine all involved. Potential residents of SLCs and
department heads. They pertain to ﬁnan- the “ﬁll-up” rate necessary to break even or their families will ﬁnd answers in the book
cial principles, human resources, safety, to meet investment expectations for return. to some but not all of their many questions.
risk management, and privacy. The infor- In addition, it must be determined whether
mation is up to date and instructive, stan- sufﬁcient demand exists in the marketplace Reviewer: Kathryn Oliphant
dard, and widely applicable. with the demographic proﬁle that the SLC Shreveport, Louisiana
is intended to attract. Nonproﬁt organi-
zations interested in senior living services TWELVE DISEASES THAT
need to emphasize market analysis, as they CHANGED OUR WORLD
At the core of an SLC are resident services, frequently lack development experience.
the most time-consuming part of an execu- Studying the competition and forecast- Irwin W. Sherman, PhD
Washington, DC: ASM Press, 2007, 219 pp.,
tive director’s job. As a human services ing occupancy typically precede marketing