I just finished reading an article on demongraphics in the current issue of Fast Company magazine on the challenges and potential of the explosion in the number of older adults. One statistic that should concern everyone in the senior living business was: an estimated 50% decline in the in age restricted community residents by 2025.

For the past two decades, upscale senior communities have increasingly been designed and operated as land-locked cruise ships with a focus on entertaining until eventual frailty and dependency requires care. The result is that all too many residents capable of living fuller, more active and meaningful lives fall victim to self-fulfilling prophecies of aging due in many cases to learned helplessness. The senior living industry seems to think innovation and creativity means building bigger, shinier places with more bells and whistles while refusing to change outdated sales, marketing and operational systems and processes.

If a renaissance is to happen, I am convinced those leading that renaissance will most likely be small mission-driven not-for-profit providers in partnership with courageous and creative developers. It will take innovative leaders more interested in making a difference; than increasing this quarter’s bottom line to initiate genuine change. Rather than cookie-cutter designs, programs and services, leading a renaissance will require both courageous and enlightened leadership that recognizes the enhancing the personal autonomy and significance of those they serve rather than compromising it.

Begin by Tapping the Power of Words

All too often marketing literature focuses on unique design features such as ornate arches, entries, quality cabinetry and beautiful common areas with little focus on people living with meaning and purpose. Inside there may even be the stereotypical multipurpose and activity rooms, an ‘admissions’ office with institutional sounding labels on every door.

For the past couple of decades, marketers and administrators developed terms to describe the “activities and services” of a community built on the medical model foundation. These communities were branded as Continuing Care Retirement Communities (CCR’s) or Life Care Communities. This poor choice of terms just may be the biggest barrier to attracting today’s and tomorrow’s active, informed, healthy “senior”. While CCRCs may offer a wonderful lifestyle; consumer perception is something all together different.

Due to years of stereotyping using exclusionary terms (words that turn-off large segments of consumers, such as elderly, senior citizen and nursing home), there is a perception that “retirement communities” are places for the “very old or those with declining health”… places most active older adults “aren’t ready for yet” and Baby Boomers never will be.

While the mind has an irresistible compulsion to complete and incomplete picture, no one is telling a story that connects with later life creativity. The brain’s job after all is to open up to offers that connect with a consumer’s world view, values, and needs; and block messages communicated with words and images that counter an individual’s real or perceived autonomy and personal significance.

For example: Unless a consumer has a current or pending long term health care need, at the preconscious level, their brain is probably translating the message saying, “Why would we want to live in a "retirement" center with a bunch of frail old people?”

In Search of a Courageous Brand

While senior living mergers and acquisitions continue to reduce the number of operators, it seems no one is seriously positioning to serve the exploding numbers of active and affluent older adults in search of involvement, intellectual stimulation, personal challenge, significance and opportunities to make a difference. Only a few innovators are now developing operational models which mirror the later life values of the 76 million members of the aging Baby Boom that begin turning 60 next year. The window of opportunity to create a new “brand” of community has never been greater than it is now – yet where are the courageous developers?

Today’s healthy, well educated and affluent older consumers have outgrown pre-packaged meals and services, as well as bundled programs and activities. While in decreasing numbers, consumers will still join communities where they are to be fed, entertained and cared for ‘on the staff’s schedule;’ but what if there were “real” alternatives. Once a community brand offers a gateway to adventure, learning, community service and meaningful experiences; they will own the marketplace.

As former Southwest Airlines CEO, Herb Kelleher has been explaining for years, it’s the culture stupid. The success of his company was not due to peanuts and jokes; but genuine caring about the Southwest team and the customers they served. Likewise, a community for older adults (even a nursing home) isn’t about buildings; but people and relationships. The outcome will be worth the investment to developers courageous enough to think long-term and create places where wisdom is again revered and community members are actively involved in day-to-day operations and the decisions that affect them.

Today’s consumers want a quality home with conveniently located, member-driven services in a secure community where they can pursue their future plans. While quality health care will always be important to consumers, the focus should be on preventive health care and rehabilitation not learned helplessness.

The new consumer is seeking environments where people can experience all life can be…according to their individual values, needs and aspirations. Now all we need is a new brand that can be the new archetype for aging in America.

Richard Ambrosius is marketing consultant, motivational speaker and trainer with 30 years experience in older markets. Contact by calling 520-403-8377 or email at info@positiveaging.com

© Richard Ambrosius, April 2004

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