“IF YOU CAN BUILD THOSE RELATIONSHIPS WITH THIRD-
PARTY PROVIDERS, NOT ONLY ARE YOU ABLE TO PROVIDE THE BETTER QUALITY OF
CARE AND SERVICES, BUT YOU’RE ABLE TO HELP A RESIDENT MAINTAIN RESIDENCE
IN THE COMMUNITY LONGER.” —BRENDA KENNEDY, BELL SENIOR LIVING
able to move a service provided by an outside
vendor in-house,” says Guay. “This can be a
tough decision. Some vendor relationships go
back several years. So to lose them doesn’t feel
good, but it is the right choice for the residents
and the business.
“We really always have to think about how
we can maintain quality care and also be able
to make sure we maintain efficiencies so
that we can continue to provide that quality
care,” he continues. “And in that example I
just gave, we were able to save significantly.
When we can save, that’s less of a cost we
might have to pass onto a resident at some
Lisa Junker is editor of Assisted Living Executive.
Reach her at email@example.com.
One of the best results that can come from a long-term partnership is the development of two-way communication and idea exchange. “There’s been a lot of times where we’ve had a strong relationship with a vendor,
and they’ve come to us and said, ‘You know what, we’d like to try something.
It would help us and it would benefit you,’” says Guay. “And because we trust
and we have a strong relationship, it gives them the opportunity to fine-tune
their business or try something new.”
“And then on the business side, it helps differentiate your brand,” says
Guthertz. “It’s not ‘build it and they will come’ anymore. Each company, each
individual community, needs different things to differentiate themselves and
to serve your customer.”
“It’s those programs that you can provide outside of the norm that do sepa-
rate you from the competition,” says Guay. “A lot of times it’s that partnership
with someone who has got a unique product or unique service that can drive
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