April 28, 2025 • 27 mins
Are you a home care business owner looking to expand and thrive in today's competitive market? Join us as we delve into proven strategies for business growth in the home care industry. Our seasoned home care industry consultant shares valuable tips, best practices, and real-life examples to help you take your business to the next level. Whether you're considering expanding into new markets or seeking ways to attract more clients, this video has you covered. Watch now and get ready to achieve sustainable growth for your home care business!
02:41 Question 1: "What are the key strategies for expanding a home care business into new geographic markets, and how can we ensure a smooth transition while maintaining service quality?"
14:52 Question 2: "In a competitive home care market, how can businesses differentiate themselves and attract new clients? Are there specific marketing tactics or innovative service offerings that can help drive growth?"
02:41 Question 1: "What are the key strategies for expanding a home care business into new geographic markets, and how can we ensure a smooth transition while maintaining service quality?"
14:52 Question 2: "In a competitive home care market, how can businesses differentiate themselves and attract new clients? Are there specific marketing tactics or innovative service offerings that can help drive growth?"
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
All right, so welcome everybody.
Speaker 2 (00:04):
This is our live session for homecare Owner's Corner our
Facebook group.
Speaker 1 (00:11):
Thanks for joining us.
Speaker 2 (00:13):
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Leave us.
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Also leave as a comment below let us know where
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to other people that could benefit from it. All right,
so let's if you hear a lot of background noise,
I'm gonna apologize ahead of time. There there's some people
(00:44):
moving in my office building and they're just making a
tremendous amount of noise right now. So I apologize ahead
of time for this. All right, So let's take a
look here. So we are going to answer some questions now, well,
those of you that you know are that want to
have your own questions answered, you know, you can join
(01:07):
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I put up a post every week about two hours
before I before I start these live sessions, and sometimes
I put them up. I put the post up the
day before. Feel free to leave a comment there with
whatever questions you want to talk talk about. You can
(01:29):
email us at info at the brionnasgroup dot com, or
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If you are watching the replay of this and you
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(01:54):
you use, just leave us a comment or shoot us
an email and we'll be sure to get to your question.
Speaker 1 (02:00):
And every week.
Speaker 2 (02:01):
Most of the time we do these on Saturdays. But
you know, I got kids, and you know, things like
boy scouts and basketball and things like that are starting
to take, you know, start starting to get going here,
so I may be moving the live streams for a
(02:22):
different day of the week. Let us know below in
the comments, or if you're watching us live right now,
let us know what your thoughts are as to what
would work best for you for these sessions, or if not,
you could always catch us on the replay.
Speaker 1 (02:38):
All right, So.
Speaker 2 (02:40):
That being said, Question number one, what are some key
strategies for expanding home care business into new geographic market?
How can we ensure a smooth transition while maintaining our
service quality. All right, So this is a question that
(03:01):
I've covered before on the channel on you know, some
things to keep in mind for you know, when you're
looking at how to expand your home care agency some
of the steps. But I'm actually going to go through today.
I'm going to try to definitively answer this question for
you guys. This is something that I've prepared for a
private client, you know, where we were working on a
(03:26):
strategy and a plan to expand to multiple locations over
a set period of time. Right, And this is generally
how I view this and how how I suggest if
you're trying to figure out how to do this, how
to do it right?
Speaker 1 (03:44):
Okay, So here we are. Let's take a look. Let
me move some stuff out of the way on the
screen here, all right, So let's start here.
Speaker 2 (03:54):
This is your existing office. So you want your goal
is to maintain normal operation. Okay, that office needs to
be if you want to maintain service quality and be
able to grow and expand, you have to be able
to maintain your normal operations and keep it going as
smoothly as possible.
Speaker 1 (04:14):
Okay.
Speaker 2 (04:15):
That is very important, especially for the stability and the
continuity of service for your clients. It's also going to
by being able to do that, you're going to be
able to maintain the processes so that your so that
your revenue does not get affected if there is a
dip at any point in the service quality, that's what's
(04:39):
going to end up happening. So you want to keep maintained.
This way you have steady growth and everything. And this
is all in the preparation stage. So one of the
ways you're going to do this is you're going to
create SOPs.
Speaker 1 (04:51):
All right.
Speaker 2 (04:52):
So one of my favorite things, and you know you
can look them up on your own.
Speaker 1 (04:59):
It's it's a product called Scribe.
Speaker 2 (05:01):
They are They have like a free version that you
can use as a Google Chrome extension if you're going
to do two things on the web, or they have
a paid version of it that allows you to do
other documents. This will help you create your SOPs. For
those of you who are not familiar with what an
SOP is, that is your standard operating procedure. This is
(05:25):
extremely important. If you want to be able to repeat
the same level of success from location to location, you
have to keep it simple. Your people, whoever you end
up hiring, has to be able to have at their
hands or at their fingertips. However you want to look
at it a simple way to do repetitive tasks. So,
(05:49):
if your scheduling team is using a software platform, okay,
then that means that they have the same routines every
single day. There is a fixed method on how to
add people into the schedule, how to adjust the schedules,
how to replace caregivers. There's a fixed method on how
(06:12):
to do billing, how to do payroll, how to verify shifts.
All of these things are repeatable tasks. Okay, your your
internal marketing team, your inside marketing team, whoever that may be.
It could be one person doing multiple tasks, but whoever's
responsible for things like posting to social media. Many of
you are especially larger agencies. If you're looking at multi
(06:35):
unit expansion, you're a large enough agency that you probably
have either somebody doing this already or some sort of
social media planner in place. Well, that process is a
simple and repetitive steps. How do you create the ads,
how do you design the posts, how do you load
(06:55):
them into your social media planner? And so on and
so on. All every thing you do in your office
needs to have an SOP. I said, you have a
lot of tools out there. I personally like scribe. I'm
not getting any this is not emotion or anything. I
don't so I'm you can look them up yourself and
figure that out. But if not, then find something else
(07:17):
that works for you.
Speaker 1 (07:18):
But create that. Okay.
Speaker 2 (07:20):
Once you have that in place and you have stable
and normal operations and you've made headway or I have
created an SOP for these repeatable steps, then you're going
to start looking into your new territory. Okay, take a
look at you know, what really fits your business model,
(07:41):
how viable is that territory, how far away, what licensing
restrictions you might have. But you need to understand where
where to open, what are you going to be your parameters,
and you know, start looking.
Speaker 1 (07:55):
For all of this.
Speaker 2 (07:56):
At this point, you're going to once you understand where
you're you know how you're going to run things. You've
started putting in your systems and your SOPs in place,
and now you've selected where you want to open. Now
you're going to begin interviewing a scheduler, a marketer, and
(08:17):
a recruiter. Okay, you're going to start just interviewing for
people that can work in this new territory.
Speaker 1 (08:26):
Okay.
Speaker 2 (08:27):
Your benchmark number one at this point is going to
be ten percent of your total revenue is to be
found in your new territory, meaning if you are doing
a million dollars annual revenue, that breaks down to about
eighty eight thousand dollars a month, give or take all. Right,
(08:49):
I'm sure if I made a mistake on that, a
bunch of you're gonna tell me something in the comments,
and that's cool. But you're looking for one hundred thousand,
which is roughly eight thousand worth of revenue coming from
the new territory you're selecting, Okay. At that point, then
from there you're going to start actually looking to look
(09:11):
for a new office, you know, selected whether it's going
to be a primary office with separate licensing and everything else,
or if it's going to be just a satellite office.
My suggestion is always start with a satellite office. Run
it off of your existing licensure if you're if it's
permitted in your state, and off of your existing legal entity. Okay,
(09:35):
So once you're you've hit that benchmark, you've gotten that
in place. Now you are hiring your scheduler and recruiter.
You're starting to migrate your existing clients and caregivers into
whatever scheduling system software that you have this new entity. Okay,
And you're going to begin to interview marketers. I didn't
(09:58):
say you're hiring market at this point, you're just interviewing, okay.
So in the beginning, you're just to break it down
to where we are so far so nobody. We're not
losing anybody. You're going to select the you know, you
got your existing office. You're going to pick where you
want to open. The next thing, you're going to begin
to interview your schedule or recruiter. You're going to start
(10:21):
doing some passive or soft marketing and heavy recruiting for
people that can work in the new territory. Once this
leads to ten percent of overall revenue in the new
territory that you've picked, that's when you're going to start
looking at your new office. Once you have the new
office lease to sign whatever it is. Now at this point,
you've hired your schedule, okay, or your or your recruiter.
(10:46):
Those are usually the first positions you want to hire
in an office to kind of take some of the
workload off of off your hands and your stress, right,
and then you're going to start to migrate these clients
that you've already marketed for in these caregivers to start
working out of the new office. Then at that point
(11:08):
is where you're going to begin to interview marketing people,
sales and marketing business developers. Okay, that's when we're working
towards benchmark number two. At this point, benchmark one, number
two is twenty percent of total revenue is in the
new territory. So now you've basically doubled the second office revenue.
(11:30):
So once again we'll use the example of a million dollars.
Now we went from benchmark one was roughly eighty eight
hundred dollars or more in revenue out of you into
the new territory. Now we're looking at roughly sixteen thousand.
All these numbers happen pretty quickly if you have good
systems in place at this point.
Speaker 1 (11:52):
Now, what you want to do.
Speaker 2 (11:54):
Is actually hire the marketer, and you want to hire
somebody that is great at opening new accounts and building
these relationships quickly to start generating these referrals, because you're
going to start working towards creating a separate legal entity
for this new office, you're going to apply for new
licensing if it's required in your state. You're going to
(12:16):
make it its own complete entity altogether. And now you're
working towards now creating fifty percent of total revenue. So
now we're not looking at two hundred thousand to three
hundred thousand anymore. If you have a million dollar office
at location one, Now our goal is half a million
dollars in annual revenue at location two. At this point,
(12:41):
what you're going to start looking at and for this
particular example, for this one client, they want to they
have a specific goal in mind to achieve a certain
number of offices in over the next couple of years.
So what at this point they now started to look
(13:02):
for other locations and they're repeating the workflow.
Speaker 1 (13:05):
Right.
Speaker 2 (13:05):
So if you follow a similar plan and you keep
on this trajectory, you should be able to maintain the
quality of service because all your people are properly trained,
you have a predictable system. This is what makes franchising successful.
It's that it takes a lot of the guests workout
and it makes it makes it easier to hire people.
(13:26):
Now there's pros and constant franchising, and we'll save that
for another video if somebody asks about it. But essentially,
this is what happens. They have a they have systems
in place that allows processes to be repeatable, which makes
the impact of staff turnover. It minimizes it greatly. So
(13:47):
the more you can put these things in place, the
more autonomous the business runs. And now one owner can
operate six, seven, eight locations while having all of this
in place. Now this is for a single unit expansion
that I'm talking about here to multiple units. Once we
start repeating this process after a while, our organizational chart
(14:10):
is actually going to have to change, and you know,
your management tiers are going to have to adapt. You're
going to have to start looking at what, you know,
not just office managers, but maybe regional managers and things
of that nature, and a general.
Speaker 1 (14:25):
Manager or director of operations.
Speaker 2 (14:27):
All right, So that that should be the that's the
short version of the first question, if you know.
Speaker 1 (14:37):
Hopefully that was helpful to you guys.
Speaker 2 (14:40):
If anyone has any questions about this, you know, please
feel free to leave a comment below and maybe we'll
do a follow up video if we get enough response
to this. All right, Question two, so home care is
a competitive market, so so how can businesses differentiate themselves
(15:03):
to attract new clients?
Speaker 1 (15:05):
All right?
Speaker 2 (15:05):
And this has the second part to the questions, are
there specific marketing tactics or innovative.
Speaker 1 (15:10):
Service offerings that can help drive growth? All right?
Speaker 2 (15:13):
So the answer to this is yes, there are specific tactics.
The second part I'll answer first, And you know, are
there innovative services?
Speaker 1 (15:27):
That one not so much. There's you know, there's a.
Speaker 2 (15:35):
It's not about the service itself being innovative technologies helping
with some things and helping to streamline them. But well,
we'll talk about that. I want to go over the
whole thing here in a moment. The big question is,
you know, how do business? How can a homecare agency
differentiate themselves to attract new clients?
Speaker 1 (15:53):
All right?
Speaker 2 (15:55):
So this this is actually a very important to answer
if you are a medicaid agency.
Speaker 1 (16:03):
And I'm going to answer this in a couple of
different parts.
Speaker 2 (16:05):
If you're a medicaid agency, differentiators aren't really going to
be there. There are some, you know, before you guys
beat me up in the comments, there are some agencies
that manage to make themselves slightly different. Okay, But the
reality is this. The competition isn't as fierce in medicaid
(16:27):
as it is in private pay simply because you have
one payer source and it's the government. So the government
doesn't require you to do anything but your job, right.
They have very low payouts, so it makes it very
hard to grow your service offerings unless you can figure
out a new way to build a government for it.
The individual clients will not be paying privately, so it
(16:50):
makes it that much more challenging to expand services. So
as far as differentiating yourself there, that really has to
do with recruitment practices.
Speaker 1 (17:01):
More than anything else, all right, And you know, I
think it is very.
Speaker 2 (17:07):
Important to have differentiators as far as your company culture
and your values. Good caregivers will provide better care, and
the better care will attract new clients, even in the
medicaid space. Okay, that's a management and internal operations and
how you differentiate yourself is it as important to the
(17:29):
end user client sometimes, but there's you're better off being
able to attract and retain quality caregivers, then you are
quality clients in the Medicaid space. When it comes to
private pay, okay, private pay home care, the key is
(17:49):
understanding your audience. You have to know who you're speaking
with a right. When you understand who it is that
you're trying to serve, right, it's going to make it that.
Speaker 1 (18:01):
Much easier, that much more.
Speaker 2 (18:05):
Streamlined. To create that constant and consistent flow referrals, you know,
you have to understand number one, what's your business model, okay?
And number two, you know what's your pricing strategy when
it comes to.
Speaker 1 (18:19):
It, so we you know.
Speaker 2 (18:22):
If you aren't already following our YouTube channel, I have
videos on pricing strategy and things like that, so peeleas
feel free to check them out. When I go to
post this on YouTube, I'll link that video somewhere so
you can keep that in mind there.
Speaker 1 (18:39):
But here, here's what it is.
Speaker 2 (18:41):
If I know that I if I can walk in
and I'm a marketer, Okay, I'm going to put myself
in the position of a marketer for this explanation.
Speaker 1 (18:51):
I need to be able to explain to referral partners
what makes our agency different. Okay.
Speaker 2 (18:59):
So one of the things I'm going to do is
market research. And if let's say, for example, I already
know and understand what all of my competitors doing and
I find a pattern everybody in the area is Let's say,
for example, I'll use actually an example from two weeks
AGO's Facebook Live. Everybody in the area is charging for
(19:21):
in homes. All right, They're charging like fifty to one
hundred dollars to come and do the client assessment, just
because you know, in case the client doesn't sign up,
they at least didn't take a bath on the start
of care. Okay, great, I'm going to differentiate myself by
not charging for it. Okay, I understand that the short
(19:42):
term loss is going to be a big enough differentiator
that when I'm talking to the discharge planners or the
social workers, that this is going to make a significant
impact on the number of clients that they're going to
refer me. So while I may lose maybe half percent
one percent over the course of a year by not
(20:04):
charging for the in home, I'll make it up by
volume over the long term.
Speaker 1 (20:10):
Okay.
Speaker 2 (20:11):
Because if a if a client goes is in the
skilled nursing facility or in the hospital, and they are
concerned about their finances, that that little push may cause
the social worker or discharge planner to nudge people in
your direction because they already see, you're more reasonable by
(20:32):
not charging for them. Okay, that's one thing. The other
thing is by understanding what the needs of the community are.
So I've said this a number of times throughout the years,
but everything has to kind of start with the hospital,
right if you have to understand what your territory is
and where it all begins. So if you do some
(20:54):
research and find out what are the primary the primary
zip codes that people are discharging from a particular hospital,
and if those are discharges that are of interest to you,
now you can go and look in through by doing
some research through CMS or American Hospital Directory, you can
(21:14):
get a solid idea as to what the most common
conditions are that are being discharged from that hospital in
your specific area. So if let's say I'm going to
Tampa General or you know, Hackensack University Medical Center or
IU West, you know, or whatever are the hospitals out there.
(21:34):
If I go on and I do my research and
I find out that the three primary discharging zip codes
are in communities that I want to service, that's that's
going to be where I'm going to put my attention. Now,
if I see that there's a large number of people
being admitted into the hospital or discharge from the hospital
after you know, orthopedic surgery and cardiac issues. Those are
(21:59):
things that I'm going to make sure that my marketing
is is going.
Speaker 1 (22:05):
To focus on.
Speaker 2 (22:06):
So that means, let's say that the hospital is known
for joint replacements like me or hip replacements, then I'm
going to focus a lot of my marketing, a lot
of my training for my caregivers, and a lot of
my messaging on how we help with you know hr
RP or the Hospital Readmission Reduction Program. So this way
(22:31):
we understand we provide this specific training for how to
help people with hip replacements or knee replacements, and you know,
we our focus is on that thirty day rehospitalization. I'm
also going to craft my messaging by understanding where my
skilled nursing facilities are, my inpatient short term rehabs all right,
(22:53):
where people will go for after you know, post surgery,
and I will focus on or develop up a specific program,
you know, like a sales like almost like an incentive
package that hey, listen, if you sign up for X
amount of hours a week, will bring the caregiver to
you to do PT so that the PT will we'll
(23:17):
be able to show them the proper range of motion exercises,
or if you have an area that has a lot
of like a hospital that a lot of people come
in for strokes or other is traumatic brain injuries. Now
I'm going to come in and I'm going to work
with this rehab center and say, hey, listen, you send
me these clients. We'll arrange for our caregivers to come
(23:39):
in and do training with you on the speech therapy
that the client will need or some of the occupational
therapy that the client will need. There are limits as
to what a caregiver can do when caring for a client,
like you know, the range of motion or repetitive words,
or you know, just limited activity because they're you know,
(24:01):
they're caregivers. They're not nurses, but they're still within the
scope of practice and covered by most licensing in most states.
Having that type of differentiator will dramatically improve your likelihood
of getting those high quality referrals. Now, you know, I'm
going to go a little bit on an off note
(24:21):
here with this agencies. You know, because of the caregiver
issue right now, you know, which I have very strong
opinions on, but because of the caregiver issues, and concerns.
Right now, a lot of agencies are only chasing these
big clients. They want the twenty four to seven everybody does.
That's great, but understand that nobody gets younger and nobody
(24:44):
gets healthier.
Speaker 1 (24:45):
Okay, as we.
Speaker 2 (24:46):
Age, our bodies break down, and once people have these
major health events, the likelihood is that at some point
or another they.
Speaker 1 (24:54):
Will need additional help.
Speaker 2 (24:56):
Taking a client that's you know, twenty thirty hours, forty
hours a week, fifty hours a week, it can be
equally valuable over the client lifetime then as a twenty
four to seven client, which yes, it's more revenue immediately,
but they also have a shorter.
Speaker 1 (25:11):
Client lifetime value.
Speaker 2 (25:14):
Excuse me. So these are things for you to keep
in mind. So go in, understand what you're looking for,
Understand not just you know where what the conditions are,
but also understand where to find these people. And all
it takes is a little bit of research and understanding
the demographics and understanding the the like I said, the
(25:37):
demographics and what the conditions are by really understanding your
territory and understanding what the makeup is of that territory.
All right, So with that being said, today is going
to be a little bit of a shorter session than normal,
all right, and you know, we appreciate, appreciate you guys
(25:59):
taking the time to join us. I said, if you
if you got some value out of this, please don't
forget to give us a like subscribe to the channel.
Speaker 1 (26:08):
I really can't stress that enough.
Speaker 2 (26:10):
A lot of you watch this channel but don't really subscribe,
you know, and leave us a comment. Those comments and
the subscribe really helps with the algorithm, and it helps
us spread information, and it lets me know that these
videos are valuable to you. So it makes it, you know,
so gives me incentive to keep doing them, right. I
had stopped for a while because I wasn't getting a
(26:32):
lot of feedback, you know, I was. I received a
lot of emails by regular views about asking why why
stop doing the videos? So we're back, but I really
need the feedback to make this worthwhile. Okay, So if
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watching the replay of this in our Facebook group, comment
(26:54):
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watching this on any other platform, we're listening to the podcast,
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give us a like, some sort of feedback, something to
let others know that we exist. Okay, these videos, they
take a little bit of time and they you know,
(27:17):
I go out of my way sometimes come in on
a weekend so I can bring you guys this information.
So you guys have a great day and we will
see you guys soon.
Speaker 1 (27:28):
Thank you.
All right, so welcome everybody.
Speaker 2 (00:04):
This is our live session for homecare Owner's Corner our
Facebook group.
Speaker 1 (00:11):
Thanks for joining us.
Speaker 2 (00:13):
If you are watching this as a replay, don't forget
to give us the thumbs up. And if you're watching
us on YouTube, you know, share and don't forget to subscribe.
Speaker 1 (00:23):
Leave us.
Speaker 2 (00:23):
Also leave as a comment below let us know where
you're watching us from. All of this helps the algorithm,
helps out the channel and lets this information get out
to other people that could benefit from it. All right,
so let's if you hear a lot of background noise,
I'm gonna apologize ahead of time. There there's some people
(00:44):
moving in my office building and they're just making a
tremendous amount of noise right now. So I apologize ahead
of time for this. All right, So let's take a
look here. So we are going to answer some questions now, well,
those of you that you know are that want to
have your own questions answered, you know, you can join
(01:07):
us in the Facebook group and drop a post or
I put up a post every week about two hours
before I before I start these live sessions, and sometimes
I put them up. I put the post up the
day before. Feel free to leave a comment there with
whatever questions you want to talk talk about. You can
(01:29):
email us at info at the brionnasgroup dot com, or
you can find us on LinkedIn and leave us a message.
If you are watching the replay of this and you
have a question that you want answered, whatever platform you're
watching this on, or if you're listening to us on
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(01:54):
you use, just leave us a comment or shoot us
an email and we'll be sure to get to your question.
Speaker 1 (02:00):
And every week.
Speaker 2 (02:01):
Most of the time we do these on Saturdays. But
you know, I got kids, and you know, things like
boy scouts and basketball and things like that are starting
to take, you know, start starting to get going here,
so I may be moving the live streams for a
(02:22):
different day of the week. Let us know below in
the comments, or if you're watching us live right now,
let us know what your thoughts are as to what
would work best for you for these sessions, or if not,
you could always catch us on the replay.
Speaker 1 (02:38):
All right, So.
Speaker 2 (02:40):
That being said, Question number one, what are some key
strategies for expanding home care business into new geographic market?
How can we ensure a smooth transition while maintaining our
service quality. All right, So this is a question that
(03:01):
I've covered before on the channel on you know, some
things to keep in mind for you know, when you're
looking at how to expand your home care agency some
of the steps. But I'm actually going to go through today.
I'm going to try to definitively answer this question for
you guys. This is something that I've prepared for a
private client, you know, where we were working on a
(03:26):
strategy and a plan to expand to multiple locations over
a set period of time. Right, And this is generally
how I view this and how how I suggest if
you're trying to figure out how to do this, how
to do it right?
Speaker 1 (03:44):
Okay, So here we are. Let's take a look. Let
me move some stuff out of the way on the
screen here, all right, So let's start here.
Speaker 2 (03:54):
This is your existing office. So you want your goal
is to maintain normal operation. Okay, that office needs to
be if you want to maintain service quality and be
able to grow and expand, you have to be able
to maintain your normal operations and keep it going as
smoothly as possible.
Speaker 1 (04:14):
Okay.
Speaker 2 (04:15):
That is very important, especially for the stability and the
continuity of service for your clients. It's also going to
by being able to do that, you're going to be
able to maintain the processes so that your so that
your revenue does not get affected if there is a
dip at any point in the service quality, that's what's
(04:39):
going to end up happening. So you want to keep maintained.
This way you have steady growth and everything. And this
is all in the preparation stage. So one of the
ways you're going to do this is you're going to
create SOPs.
Speaker 1 (04:51):
All right.
Speaker 2 (04:52):
So one of my favorite things, and you know you
can look them up on your own.
Speaker 1 (04:59):
It's it's a product called Scribe.
Speaker 2 (05:01):
They are They have like a free version that you
can use as a Google Chrome extension if you're going
to do two things on the web, or they have
a paid version of it that allows you to do
other documents. This will help you create your SOPs. For
those of you who are not familiar with what an
SOP is, that is your standard operating procedure. This is
(05:25):
extremely important. If you want to be able to repeat
the same level of success from location to location, you
have to keep it simple. Your people, whoever you end
up hiring, has to be able to have at their
hands or at their fingertips. However you want to look
at it a simple way to do repetitive tasks. So,
(05:49):
if your scheduling team is using a software platform, okay,
then that means that they have the same routines every
single day. There is a fixed method on how to
add people into the schedule, how to adjust the schedules,
how to replace caregivers. There's a fixed method on how
(06:12):
to do billing, how to do payroll, how to verify shifts.
All of these things are repeatable tasks. Okay, your your
internal marketing team, your inside marketing team, whoever that may be.
It could be one person doing multiple tasks, but whoever's
responsible for things like posting to social media. Many of
you are especially larger agencies. If you're looking at multi
(06:35):
unit expansion, you're a large enough agency that you probably
have either somebody doing this already or some sort of
social media planner in place. Well, that process is a
simple and repetitive steps. How do you create the ads,
how do you design the posts, how do you load
(06:55):
them into your social media planner? And so on and
so on. All every thing you do in your office
needs to have an SOP. I said, you have a
lot of tools out there. I personally like scribe. I'm
not getting any this is not emotion or anything. I
don't so I'm you can look them up yourself and
figure that out. But if not, then find something else
(07:17):
that works for you.
Speaker 1 (07:18):
But create that. Okay.
Speaker 2 (07:20):
Once you have that in place and you have stable
and normal operations and you've made headway or I have
created an SOP for these repeatable steps, then you're going
to start looking into your new territory. Okay, take a
look at you know, what really fits your business model,
(07:41):
how viable is that territory, how far away, what licensing
restrictions you might have. But you need to understand where
where to open, what are you going to be your parameters,
and you know, start looking.
Speaker 1 (07:55):
For all of this.
Speaker 2 (07:56):
At this point, you're going to once you understand where
you're you know how you're going to run things. You've
started putting in your systems and your SOPs in place,
and now you've selected where you want to open. Now
you're going to begin interviewing a scheduler, a marketer, and
(08:17):
a recruiter. Okay, you're going to start just interviewing for
people that can work in this new territory.
Speaker 1 (08:26):
Okay.
Speaker 2 (08:27):
Your benchmark number one at this point is going to
be ten percent of your total revenue is to be
found in your new territory, meaning if you are doing
a million dollars annual revenue, that breaks down to about
eighty eight thousand dollars a month, give or take all. Right,
(08:49):
I'm sure if I made a mistake on that, a
bunch of you're gonna tell me something in the comments,
and that's cool. But you're looking for one hundred thousand,
which is roughly eight thousand worth of revenue coming from
the new territory you're selecting, Okay. At that point, then
from there you're going to start actually looking to look
(09:11):
for a new office, you know, selected whether it's going
to be a primary office with separate licensing and everything else,
or if it's going to be just a satellite office.
My suggestion is always start with a satellite office. Run
it off of your existing licensure if you're if it's
permitted in your state, and off of your existing legal entity. Okay,
(09:35):
So once you're you've hit that benchmark, you've gotten that
in place. Now you are hiring your scheduler and recruiter.
You're starting to migrate your existing clients and caregivers into
whatever scheduling system software that you have this new entity. Okay,
And you're going to begin to interview marketers. I didn't
(09:58):
say you're hiring market at this point, you're just interviewing, okay.
So in the beginning, you're just to break it down
to where we are so far so nobody. We're not
losing anybody. You're going to select the you know, you
got your existing office. You're going to pick where you
want to open. The next thing, you're going to begin
to interview your schedule or recruiter. You're going to start
(10:21):
doing some passive or soft marketing and heavy recruiting for
people that can work in the new territory. Once this
leads to ten percent of overall revenue in the new
territory that you've picked, that's when you're going to start
looking at your new office. Once you have the new
office lease to sign whatever it is. Now at this point,
you've hired your schedule, okay, or your or your recruiter.
(10:46):
Those are usually the first positions you want to hire
in an office to kind of take some of the
workload off of off your hands and your stress, right,
and then you're going to start to migrate these clients
that you've already marketed for in these caregivers to start
working out of the new office. Then at that point
(11:08):
is where you're going to begin to interview marketing people,
sales and marketing business developers. Okay, that's when we're working
towards benchmark number two. At this point, benchmark one, number
two is twenty percent of total revenue is in the
new territory. So now you've basically doubled the second office revenue.
(11:30):
So once again we'll use the example of a million dollars.
Now we went from benchmark one was roughly eighty eight
hundred dollars or more in revenue out of you into
the new territory. Now we're looking at roughly sixteen thousand.
All these numbers happen pretty quickly if you have good
systems in place at this point.
Speaker 1 (11:52):
Now, what you want to do.
Speaker 2 (11:54):
Is actually hire the marketer, and you want to hire
somebody that is great at opening new accounts and building
these relationships quickly to start generating these referrals, because you're
going to start working towards creating a separate legal entity
for this new office, you're going to apply for new
licensing if it's required in your state. You're going to
(12:16):
make it its own complete entity altogether. And now you're
working towards now creating fifty percent of total revenue. So
now we're not looking at two hundred thousand to three
hundred thousand anymore. If you have a million dollar office
at location one, Now our goal is half a million
dollars in annual revenue at location two. At this point,
(12:41):
what you're going to start looking at and for this
particular example, for this one client, they want to they
have a specific goal in mind to achieve a certain
number of offices in over the next couple of years.
So what at this point they now started to look
(13:02):
for other locations and they're repeating the workflow.
Speaker 1 (13:05):
Right.
Speaker 2 (13:05):
So if you follow a similar plan and you keep
on this trajectory, you should be able to maintain the
quality of service because all your people are properly trained,
you have a predictable system. This is what makes franchising successful.
It's that it takes a lot of the guests workout
and it makes it makes it easier to hire people.
(13:26):
Now there's pros and constant franchising, and we'll save that
for another video if somebody asks about it. But essentially,
this is what happens. They have a they have systems
in place that allows processes to be repeatable, which makes
the impact of staff turnover. It minimizes it greatly. So
(13:47):
the more you can put these things in place, the
more autonomous the business runs. And now one owner can
operate six, seven, eight locations while having all of this
in place. Now this is for a single unit expansion
that I'm talking about here to multiple units. Once we
start repeating this process after a while, our organizational chart
(14:10):
is actually going to have to change, and you know,
your management tiers are going to have to adapt. You're
going to have to start looking at what, you know,
not just office managers, but maybe regional managers and things
of that nature, and a general.
Speaker 1 (14:25):
Manager or director of operations.
Speaker 2 (14:27):
All right, So that that should be the that's the
short version of the first question, if you know.
Speaker 1 (14:37):
Hopefully that was helpful to you guys.
Speaker 2 (14:40):
If anyone has any questions about this, you know, please
feel free to leave a comment below and maybe we'll
do a follow up video if we get enough response
to this. All right, Question two, so home care is
a competitive market, so so how can businesses differentiate themselves
(15:03):
to attract new clients?
Speaker 1 (15:05):
All right?
Speaker 2 (15:05):
And this has the second part to the questions, are
there specific marketing tactics or innovative.
Speaker 1 (15:10):
Service offerings that can help drive growth? All right?
Speaker 2 (15:13):
So the answer to this is yes, there are specific tactics.
The second part I'll answer first, And you know, are
there innovative services?
Speaker 1 (15:27):
That one not so much. There's you know, there's a.
Speaker 2 (15:35):
It's not about the service itself being innovative technologies helping
with some things and helping to streamline them. But well,
we'll talk about that. I want to go over the
whole thing here in a moment. The big question is,
you know, how do business? How can a homecare agency
differentiate themselves to attract new clients?
Speaker 1 (15:53):
All right?
Speaker 2 (15:55):
So this this is actually a very important to answer
if you are a medicaid agency.
Speaker 1 (16:03):
And I'm going to answer this in a couple of
different parts.
Speaker 2 (16:05):
If you're a medicaid agency, differentiators aren't really going to
be there. There are some, you know, before you guys
beat me up in the comments, there are some agencies
that manage to make themselves slightly different. Okay, But the
reality is this. The competition isn't as fierce in medicaid
(16:27):
as it is in private pay simply because you have
one payer source and it's the government. So the government
doesn't require you to do anything but your job, right.
They have very low payouts, so it makes it very
hard to grow your service offerings unless you can figure
out a new way to build a government for it.
The individual clients will not be paying privately, so it
(16:50):
makes it that much more challenging to expand services. So
as far as differentiating yourself there, that really has to
do with recruitment practices.
Speaker 1 (17:01):
More than anything else, all right, And you know, I
think it is very.
Speaker 2 (17:07):
Important to have differentiators as far as your company culture
and your values. Good caregivers will provide better care, and
the better care will attract new clients, even in the
medicaid space. Okay, that's a management and internal operations and
how you differentiate yourself is it as important to the
(17:29):
end user client sometimes, but there's you're better off being
able to attract and retain quality caregivers, then you are
quality clients in the Medicaid space. When it comes to
private pay, okay, private pay home care, the key is
(17:49):
understanding your audience. You have to know who you're speaking
with a right. When you understand who it is that
you're trying to serve, right, it's going to make it that.
Speaker 1 (18:01):
Much easier, that much more.
Speaker 2 (18:05):
Streamlined. To create that constant and consistent flow referrals, you know,
you have to understand number one, what's your business model, okay?
And number two, you know what's your pricing strategy when
it comes to.
Speaker 1 (18:19):
It, so we you know.
Speaker 2 (18:22):
If you aren't already following our YouTube channel, I have
videos on pricing strategy and things like that, so peeleas
feel free to check them out. When I go to
post this on YouTube, I'll link that video somewhere so
you can keep that in mind there.
Speaker 1 (18:39):
But here, here's what it is.
Speaker 2 (18:41):
If I know that I if I can walk in
and I'm a marketer, Okay, I'm going to put myself
in the position of a marketer for this explanation.
Speaker 1 (18:51):
I need to be able to explain to referral partners
what makes our agency different. Okay.
Speaker 2 (18:59):
So one of the things I'm going to do is
market research. And if let's say, for example, I already
know and understand what all of my competitors doing and
I find a pattern everybody in the area is Let's say,
for example, I'll use actually an example from two weeks
AGO's Facebook Live. Everybody in the area is charging for
(19:21):
in homes. All right, They're charging like fifty to one
hundred dollars to come and do the client assessment, just
because you know, in case the client doesn't sign up,
they at least didn't take a bath on the start
of care. Okay, great, I'm going to differentiate myself by
not charging for it. Okay, I understand that the short
(19:42):
term loss is going to be a big enough differentiator
that when I'm talking to the discharge planners or the
social workers, that this is going to make a significant
impact on the number of clients that they're going to
refer me. So while I may lose maybe half percent
one percent over the course of a year by not
(20:04):
charging for the in home, I'll make it up by
volume over the long term.
Speaker 1 (20:10):
Okay.
Speaker 2 (20:11):
Because if a if a client goes is in the
skilled nursing facility or in the hospital, and they are
concerned about their finances, that that little push may cause
the social worker or discharge planner to nudge people in
your direction because they already see, you're more reasonable by
(20:32):
not charging for them. Okay, that's one thing. The other
thing is by understanding what the needs of the community are.
So I've said this a number of times throughout the years,
but everything has to kind of start with the hospital,
right if you have to understand what your territory is
and where it all begins. So if you do some
(20:54):
research and find out what are the primary the primary
zip codes that people are discharging from a particular hospital,
and if those are discharges that are of interest to you,
now you can go and look in through by doing
some research through CMS or American Hospital Directory, you can
(21:14):
get a solid idea as to what the most common
conditions are that are being discharged from that hospital in
your specific area. So if let's say I'm going to
Tampa General or you know, Hackensack University Medical Center or
IU West, you know, or whatever are the hospitals out there.
(21:34):
If I go on and I do my research and
I find out that the three primary discharging zip codes
are in communities that I want to service, that's that's
going to be where I'm going to put my attention. Now,
if I see that there's a large number of people
being admitted into the hospital or discharge from the hospital
after you know, orthopedic surgery and cardiac issues. Those are
(21:59):
things that I'm going to make sure that my marketing
is is going.
Speaker 1 (22:05):
To focus on.
Speaker 2 (22:06):
So that means, let's say that the hospital is known
for joint replacements like me or hip replacements, then I'm
going to focus a lot of my marketing, a lot
of my training for my caregivers, and a lot of
my messaging on how we help with you know hr
RP or the Hospital Readmission Reduction Program. So this way
(22:31):
we understand we provide this specific training for how to
help people with hip replacements or knee replacements, and you know,
we our focus is on that thirty day rehospitalization. I'm
also going to craft my messaging by understanding where my
skilled nursing facilities are, my inpatient short term rehabs all right,
(22:53):
where people will go for after you know, post surgery,
and I will focus on or develop up a specific program,
you know, like a sales like almost like an incentive
package that hey, listen, if you sign up for X
amount of hours a week, will bring the caregiver to
you to do PT so that the PT will we'll
(23:17):
be able to show them the proper range of motion exercises,
or if you have an area that has a lot
of like a hospital that a lot of people come
in for strokes or other is traumatic brain injuries. Now
I'm going to come in and I'm going to work
with this rehab center and say, hey, listen, you send
me these clients. We'll arrange for our caregivers to come
(23:39):
in and do training with you on the speech therapy
that the client will need or some of the occupational
therapy that the client will need. There are limits as
to what a caregiver can do when caring for a client,
like you know, the range of motion or repetitive words,
or you know, just limited activity because they're you know,
(24:01):
they're caregivers. They're not nurses, but they're still within the
scope of practice and covered by most licensing in most states.
Having that type of differentiator will dramatically improve your likelihood
of getting those high quality referrals. Now, you know, I'm
going to go a little bit on an off note
(24:21):
here with this agencies. You know, because of the caregiver
issue right now, you know, which I have very strong
opinions on, but because of the caregiver issues, and concerns.
Right now, a lot of agencies are only chasing these
big clients. They want the twenty four to seven everybody does.
That's great, but understand that nobody gets younger and nobody
(24:44):
gets healthier.
Speaker 1 (24:45):
Okay, as we.
Speaker 2 (24:46):
Age, our bodies break down, and once people have these
major health events, the likelihood is that at some point
or another they.
Speaker 1 (24:54):
Will need additional help.
Speaker 2 (24:56):
Taking a client that's you know, twenty thirty hours, forty
hours a week, fifty hours a week, it can be
equally valuable over the client lifetime then as a twenty
four to seven client, which yes, it's more revenue immediately,
but they also have a shorter.
Speaker 1 (25:11):
Client lifetime value.
Speaker 2 (25:14):
Excuse me. So these are things for you to keep
in mind. So go in, understand what you're looking for,
Understand not just you know where what the conditions are,
but also understand where to find these people. And all
it takes is a little bit of research and understanding
the demographics and understanding the the like I said, the
(25:37):
demographics and what the conditions are by really understanding your
territory and understanding what the makeup is of that territory.
All right, So with that being said, today is going
to be a little bit of a shorter session than normal,
all right, and you know, we appreciate, appreciate you guys
(25:59):
taking the time to join us. I said, if you
if you got some value out of this, please don't
forget to give us a like subscribe to the channel.
Speaker 1 (26:08):
I really can't stress that enough.
Speaker 2 (26:10):
A lot of you watch this channel but don't really subscribe,
you know, and leave us a comment. Those comments and
the subscribe really helps with the algorithm, and it helps
us spread information, and it lets me know that these
videos are valuable to you. So it makes it, you know,
so gives me incentive to keep doing them, right. I
had stopped for a while because I wasn't getting a
(26:32):
lot of feedback, you know, I was. I received a
lot of emails by regular views about asking why why
stop doing the videos? So we're back, but I really
need the feedback to make this worthwhile. Okay, So if
you're watching us live, you know, please or if you're
watching the replay of this in our Facebook group, comment
(26:54):
like share, you know, let other people know. If you're
watching this on any other platform, we're listening to the podcast,
you know, I'm gonna ask you guys, please share comment,
give us a like, some sort of feedback, something to
let others know that we exist. Okay, these videos, they
take a little bit of time and they you know,
(27:17):
I go out of my way sometimes come in on
a weekend so I can bring you guys this information.
So you guys have a great day and we will
see you guys soon.
Speaker 1 (27:28):
Thank you.
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