Services
A value proposition for
assisted living
Goal
The goal was to validate that a particular assisted-living vision could work as a commercial model and necessitated deep insight and consultation into the needs of multiple stakeholders, including future residents, funders, operators, and policymakers.
Our objective was to:
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Demonstrate market feasibility
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Change mindsets around aged care
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Push for regulation of assisted living
Role
My job was to set True North, define a clear value proposition, and then ensure everyone could clearly understand it so we could all proceed in the same direction.
All too often, health care and aged care services are based on prescriptions or assumptions by “experts.” So, my team had to gather hard, experiential data to ensure that what these seniors wanted and needed was understood and central to all other considerations. Otherwise, the venture would fail.
Methodology
We rigorously applied an ethnographic research framework and a qualitative measurement method, which gave clear insight into residents’ desires, beliefs, and values. These factors drive feelings, emotion, perception and ultimately enable decision-making.
A clear value proposition was central to a definition of assisted living underpinned by resident perceptions and readiness and caregiver needs, as well as operational requirements, industry expert inputs and market sizing and demand.
Outcome
We demonstrated compelling evidence to key stakeholders who were familiar with more prescriptive care that most eldery people are perfectly able to clearly state what they need if one knows how to help them articulate it. For example, insights confirmed that future residents prioritised purpose and meaning in life above functional care and social engagement. Understanding the decision-making model of willing future residents set the bar for commercial or policy considerations and would help guide development of strategies needed to ensure a viable service.