A Strategic Shift That Reinforces Who We Are

From
Ashley Mirone <amirone@thekey.com>
To
BD CORP <bdcorp@homecareassistance.com>
CC
"RDBD+ASM Sales Leaders" <RDBD_ASM@thekey.com>, Regional Directors <RegionalDirectors@thekey.com>, GeneralManagers <GeneralManagers@thekey.com>, Christopher Reese <christopher.reese@thekey.com>
Date
Tue, 1 Apr 2025 10:02:01 -0700
Folder
INBOX
--0000000000008038ca0631ba7fdc Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Hello Sales Nation, We are making a strategic shift in how we approach short-term and low-hour business=E2=80=94particularly *Tier 4 clients*=E2=80=94as part of a broader= effort to prioritize *quality retention, long-term client success, and operational sustainability.* This is not just about metrics. *This is about reinforcing who we are and what we stand for.* *Why This Matters* *We are a long-term aging solution.* Our care model is designed to provide deeply personalized, relationship-based care=E2=80=94built on thoughtful assessment, ongoing sup= port, and continuity. Clients who only need a few hours for a short period *do not experience the full benefit of what we offer*=E2=80=94and taking on the= se cases *diverts resources from those who do.* *We have a professional responsibility to educate and guide.* We are not just here to sell care; we are trusted advisors. Families rely on us to help them make the right decisions for their loved ones. Accepting clients who are not a good fit risks *disappointing them, overextending our caregivers, and straining operations.* In some cases, the best way to serve a family is by *guiding them to other options.* *It must work for the client, the company, and the caregiver.* Before accepting a client, we must ask: - *Is this client truly set up for success with us?* - *Are we using company resources wisely?* - *Are we offering caregivers schedules that allow them to thrive?* If the answer is not a *clear yes* across all three, it=E2=80=99s likely no= t the right fit. *We trust your judgment.* This is not about rigid rules=E2=80=94there will be exceptions, especially = for *trusted SAP partners or strategic relationships.* Your expertise and professional discretion are critical in making these decisions. *What=E2=80=99s Changing* *Changes in Tier 4 Lead Management (Concierge Nursing Excluded)* - *Gating All Tier 4 B2C Leads* Beginning *April 1*, these leads will *not* be converted into a Schedule AX and will be closed at the opportunity stage. - *Qualification Process* Once a Tier 4 lead is qualified, it will move to the opportunity stage, allowing the field team to determine *assessment viability.* - *Assessment Restrictions* - *Tier 4 opportunities* should *only* move to assessment if they come from a *SAP referral account* and must be conducted *over the phone.* - *Non-SAP Tier 4 opportunities* will be closed at the *opportunity stage* due to not meeting minimum hour requirements. - *Minimum Rate Requirement* A *minimum $5.00/hour premium* (above market rate) will be required for any *Tier 4 Start of Care.* *Retention and Long-Term Success* Retention is one of the strongest indicators that we are delivering value, building trust, and bringing in clients who align with our model. While the operations team will have a specific retention metric to guide performance, this shift is about *ens

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