Occupancy management

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The term occupancy management is understood to mean all activities that aim at a defined occupancy rate and the coordination of occupancy in a nursing or medical facility. The aim is to make optimal use of existing capacities.

Occupancy management in care facilities

Calculation of the occupancy or occupancy rate

The formula for calculating the occupancy rate is:

Alternatively, instead of the actual occupancy days, the actual attendance days or the actual billing days can be calculated. Which quota is used in a house depends on the consequences that should result from this key figure. For a general assessment of success, a calculation using the actual occupancy days is useful. The days of attendance are more relevant for the calculation of staff. The billing days are decisive for the sales-oriented consideration.

Areas of activity of occupancy management

Model building blocks occupancy management according to olav sehlbach advice

FRETZ sees the central tasks of occupancy management in the development of a strategy and a marketing plan , as well as in "winning additional customers in the market and prompting multipliers to recommend this special home [...] in order to achieve optimal occupancy". The integration and motivation of the employees play an essential role.

The fields of action of occupancy management in care facilities can be represented using the occupancy management modules model. The model defines that the top target for occupancy management, the occupancy rate, can be regulated by two additional target values: the number of inquiries and the number of move-ins.

These in turn are subject to fields of action. Inquiries can be controlled via the quality of the institution's self-presentation, public relations and multiplier marketing. The moves are directed through the fields of action of prospect marketing.

The way an institution presents itself is shaped by various factors. The positioning forms the foundation of all activities. Different needs are summarized at this point using the collective term of positioning. A mission statement that is lived by the employees is just as much a part of it as a unique selling point that sets it apart from the competition and is consistently communicated in all areas and at all levels. A facility is always seen by customers in relation to its competitors, which is why a continuous competition analysis, i.e. knowledge of prices, the range of services, and the advantages and disadvantages of the competitors is necessary.

Four fields of action are also relevant for evaluating and controlling public relations: planning public relations, carrying out campaigns and events, as well as press work and advertising.

Another component is multiplier marketing. The corresponding organization includes planning, implementation, documentation and control. Multipliers themselves can be classified into three groups: internal groups (e.g. residents, relatives), external groups or lay people (e.g. neighbors, associations) and people who deal professionally with the topic of care, i.e. professionals (e.g. doctors, long-term care insurance funds).

The ratio of inquiries to collections represents the success rate and expresses how effective the prospect marketing is.

The moves that are controlled within the framework of prospect marketing are determined by the processes and professionalism in establishing contact, the (acquisition) conversation, as well as the control and follow-up actions. In general, the higher the success rate, i.e. the better the prospect marketing, the fewer inquiries need to be generated.

literature

  • C. Fretz: Occupancy management in the nursing home - the marketing plan. How you can assert yourself against the competition. Schlütersche Verlagsgesellschaft, Hanover 2007, ISBN 978-3-89993-185-3 .
  • O. Sehlbach: Occupancy Management - Securing the Occupancy: 10 Basics. 2nd Edition. Vincentz Network, Hannover 2009, ISBN 978-3-86630-053-8 .
  • O. Sehlbach, A. Heilmann: Module occupancy management - 71 measures for better utilization. Vincentz Network, Hannover 2011, ISBN 978-3-86630-145-0 .

Individual evidence

  1. ↑ O. Sehlbach: Occupancy Management - Securing the Occupancy: 10 Basics. 2nd Edition. Vincentz Network , Hannover 2009, p. 120.
  2. ^ C. Fretz: Occupancy management in the nursing home - the marketing plan. How you can assert yourself against the competition. Schlütersche Verlagsgesellschaft, Hanover 2007, p. 16.
  3. ^ O. Sehlbach, A. Heilmann: Module occupancy management - 71 measures for better utilization. Vincentz Network, Hanover 2011.

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