marketing plan

West Bay Senior Living/Angell Marketing | The Variel Marketing and Communications Plan | May 22, 2020 1

Marketing and Communications Plan August 1, 2019 – December 31, 2021

Updated May 22, 2020

Created By:

West Bay Senior Living/Angell Marketing | The Variel Marketing and Communications Plan | May 22, 2020 2

TABLE OF CONTENTS

MARKETING PLAN SITUATIONAL OVERVIEW 3

BACKGROUND 3

COMMUNITY DESCRIPTION 3

MARKET RESEARCH 5 COMPETITIVE ANALYSIS 11

CURRENT SITUATION 14

MARKETING AND SALES OBJECTIVES 15 MARKETING AND SALES STRATEGIES 17 INTRODUCTION STAGE – August 1, 2019 – June 30, 2020 17 EARLY INTEREST STAGE – Summer 2020 – June 30, 2021 17

PRE-SALES STAGE – July 1, 2021 – December 31, 2021 18 DISCOVERY CENTER (Information Center) 19

PERSONNEL 20 LEAD ENGAGEMENT 21

SALES PROCESS 22 INFORMATIONAL AND SOCIAL EVENTS 26

ASSISTED LIVING AND MEMORY CARE SALES 27

COMMUNITY NETWORKING 28 PUBLIC RELATIONS 28 FAIR HOUSING AND AMERICAN WITH DISABILITIES 28

COMMUNICATIONS PLAN

COMMUNICATIONS STRATEGY 29

TARGET AUDIENCE PROFILE 30 TARGET MARKET 36

POSITIONING OVERVIEW 41

TACTICAL PLAN 44

APPENDIX BUDGET TIMELINE COMPETITVE ANALYSIS

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SITUATIONAL OVERVIEW

BACKGROUND

The Variel is a senior living community developed through a joint venture of South Bay Partners,

Inc., a developer of senior living communities, and LAMB Properties, LLC. A 2.17-acre parcel

located at 6253 Variel Avenue in Woodland Hills, California, was purchased in 2018 with plans for

developing an upscale senior living community. The Variel will be managed by West Bay Senior

Living.

South Bay Partners, Inc. is headquartered in Dallas, Texas and has extensive experience

developing senior living communities, having completed the development of over 10,000 senior

living units nationwide over the past 25 years. Located in the Los Angeles area, West Bay Senior

Living has experience developing and managing senior living communities across the U.S.,

including serving over 4,000 residents in communities in Southern California.

The community plans to answer the unmet need of a higher quality senior living option to satisfy

the dynamic growth of the Warner Center location. The goal of the partners is to provide a

progressive approach to senior living focused on personal growth and a holistic view of life.

Opening in late 2021, The Variel is the first of several senior living communities planned for

Southern California.

COMMUNITY DESCRIPTION

The Variel, an eight-story midrise building located in the popular Warner Center area, is

comprised of 215 independent living residences, 121 assisted living accommodations, including 27

designated as memory care, for a total of 336 units. The community includes residential living

with an array of services and amenities and is licensed by the State of California Department of

Social Services, Community Care Licensing Division to provide assisted living and memory care.

Independent living residences range in size from 607 to 1,481 sf, including alcoves and one- and

two-bedroom floor plans. Independent living residences are available as a rental agreement with

rates ranging from $6,700 to $13,750 depending on the size and location of the unit. Private

assisted living apartments range from 486 to 938 sf, including studios, one- and two-bedroom

floor plans. Private memory care studios range from 340 to 348 sf. Assisted living residences are

available for a tiered rate ranging from $6,500 to $8,400. Memory care residences are available

with an all-inclusive rate structure ranging from $7,350 to $7,800.

The Variel includes a package of amenities and services in the monthly rental fee.

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Community Amenities

The community includes extensive amenity space, including multiple dining venues and

bar/lounge areas; fitness areas including an indoor therapy pool and spa, a wellness gym, yoga

studio; and other amenities including two theatres, an art studio, and outdoor courtyard areas

with barbeque grills, firepits, seating areas, putting green, gardens, and a dog wash and dog run.

Independent Living Services

• Housekeeping and linen changes weekly • Dining program (credit equivalent to 2 meals per day) • Minimal assistance with activities of daily living (ADLs) • Medication management • All utilities except telephone • Emergency call and security systems • Staff available 24-hours a day • Maintenance • Full activities program • Scheduled transportation

Assisted Living Services

• Housekeeping and linen changes weekly • Three meals per day • Minimal assistance with activities of daily living (ADLs) • Medication management • All utilities except telephone • Emergency call and security systems • Staff available 24-hours a day • Maintenance • Full activities program • Scheduled transportation

Additional levels of care are available for additional monthly fees. Note that comparable rates for

these services range from $600 to $3,285 per month. Memory care will be an all-inclusive rate

with no additional charges for care.

Source: JLL Market Study

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Location

The Variel is in an ideal location for seniors in the area with convenient access to shopping, dining,

and entertainment at the Warner Center location of Westfield Topanga and The Village, which

consists of over 300 stores. Medical services are available through Kaiser Permanente, located

less than two miles away, and at Woodland Hills Medical Center, a 264-bed hospital accessible via

a ten-minute drive. In addition, there are a number of state parks, hiking trails, universities, and

country clubs serving the area.

Source: JLL Market Study

MARKET RESEARCH

SBLP Warner Center, LLC, the legal entity for The Variel, commissioned JLL Valuation and

Advisory Services, LLC to provide several market studies, two in 2018 and one in March 2019,

which serves as an update to the previous studies. The results of the updated analysis are

summarized as follows.

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Market Area Description and Analysis

The primary market area (PMA) is confirmed as the area within a three-mile radius of the

community. The PMA is experiencing moderate population growth and above-average income

levels; it is projected to experience continued growth but below the national average growth rate

in this sector.

Supply and Demand Analysis

JLL concluded that independent living, assisted living, and memory care is under-supplied at this

time. Existing communities are experiencing high occupancy rates, ranging from 90 to 93%

depending on the type. There are only 113 competitive independent living units within the PMA

at this time, with anticipated demand of up to 1,258 in 2021 creating excess demand well beyond

the 215 independent living units. There is also excess demand for assisted living and memory care.

While there are five additional projects in the pre-planning stage, the JLL report recommended

proceeding as planned, confirming the marketability of The Variel.

Determination of Achievable Rental Rates

The JLL study also confirmed the achievable rental rates as follows.

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Source: JLL Market Study

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Market Area

Important factors that contribute to the determination of the PMA are distance from the

community, density of the area, number of competitors, and whether or not there are any physical

barriers impeding prospects from the location. Experience in the industry indicates urban

communities typically draw residents from within five to ten miles. The density of age- and

income-qualified prospects and their adult children influencers (ACIs) impacts how near or far the

PMA will extend. The number of competitors in the area and whether or not there are any

barriers such as rivers, lakes, or major highways that constrain the market needs to be considered.

Based on the factors prevalent for this location, the JLL study concluded that the recommended

PMA for The Variel is within a three-mile radius of the site, and the majority of the demand is

expected to come from this area.

Source: JLL Market Study

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Senior Housing Market Demographics

Source: JLL Market Study

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Area Income and Home Values

The PMA experienced moderate population growth and above-average income levels. Average

household income in 2018 was $107,332 compared to the national average of $83,694; median

household income was $75,939 compared to the national median of $58,100. Median value of

homes in the PMA in 2018 was $574,842 compared to $218,492 median for the US. Notably, the

median home value in the ZIP code where The Variel is located (91367) is $819,900. Overall, the

housing market in the PMA is very healthy.

Target Market

The JLL study used a 75+ age qualifier and a minimum income qualifying figure of $35,000+ as the

target demographic. to estimate the demand in the PMA. The study also noted that areas with

large concentrations of persons in the 45 to 64 age group (adult children) can support a larger

supply of senior housing. Therefore, these two demographic groups were used to determine the

demand for The Variel.

The target audience used for marketing purposes based on the rent rates, median income, and

home values in the area will be described later in this report.

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COMPETITIVE ANALYSIS

The market study completed by JLL identified seven senior housing communities in the area for

comparison. The following communities are considered the primary competitors from a

marketing perspective: Belmont Village, The Village at Northridge, Atria Tarzana, Sunrise of

Woodland Hills, Fairwinds, and The Commons of Woodland Hills.

May 22, 2020 Update:

Continuing Life is developing a new community in the PMA called Wisteria at Warner Center.

Source: JLL Market Study

See the Appendix of this report for the detailed profiles of the communities in the area.

Competitive Strengths

Experience of South Bay Partners, LLC and West Bay Senior Living

• National experience • Local experience • Longevity in senior living • Credible record of success

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• Financial backing • Reputation of quality

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Community Characteristics

• Independent living, assisted living, and memory care • Community-centered design • Amenity-rich • Rental (no large entrance fee) • Assisted living tiered rate structure • All-inclusive memory care rate • Private residences for all levels • Larger residences with washers • Competitive pricing • New, high-quality building • Upscale to fit the area (high home values)

Programming

• Superior dining services and head chef • Holistic approach to wellness/fitness • Educational and entertainment opportunities • Aging in place

Location

• Woodland Hills and Warner Center • Urban, walkable location • Proximity to shopping and entertainment • Proximity to hospitals and doctors • Easy access to the community

Competitive Weaknesses

• Not well-known • Not available yet • High density and small site

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CURRENT SITUATION

After the purchase of the land and significant planning and development work, the development of

The Variel was formally announced through a press release distributed in December 2018. A

landing page was developed to provide introductory information about the community and

included a contact form to capture inquiries submitted about the community. Since then the

construction site has been cleared and groundbreaking is slated to begin in the next 30 days.

Efforts are underway to place signage at the construction site listing the URL of the landing page.

An owner’s meeting to discuss the pre-sales marketing plan took place on August 1, 2019 in

Irvine, California.

The following pages document the proposed pre-sales objectives and strategies, including a

comprehensive communications plan, timeline and budget. This is a fluid document that will be

adjusted based on development circumstances and results, as needed throughout the 17-month

period (from August 1, 2019 through December 31, 2020) it will cover. With the understanding

that lead-generating activity is not likely to start until about 90-days before the opening of the

Discovery Center, slated for October 2020, this plan will position the community for a successful

planning stage to assure a smooth start-up for a successful ongoing marketing and sales results for

The Variel.

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MARKETING AND SALES OBJECTIVES

MARKETING OBJECTIVES

Independent Living Objectives

The following marketing objectives will cover the time period beginning August 1, 2019 through

December 31, 2020.

• Announce the development of The Variel of Woodland Hills • Build awareness of The Variel to the greater Woodland Hills Community • Introduce The Variel to the PMA prospective residents and adult children influencers • Introduce The Variel assisted living and memory care to health care services providers • Generate 50 leads per month once the discovery center opens

Ongoing Marketing Objectives for Independent and Assisted Living

The following lead generating objectives for the community from January 1 through December

31, 2021.

• Generate 660 new leads and 300 re-inquiries per year for an average of 80 total inquiries

per month • Generate a combined closing ratio of independent living, assisted living and memory care

of 15%-20%

SALES OBJECTIVES

Independent Living Objectives

The following sales objectives will cover the time period estimated as beginning October 1,

2020 through December 31, 2020, deemed an early-interest period.

• Generate 50 Independent Living priority members for an average of 8.33 per month for

6 months (333 inquiries at a closing rate of 15%)

The following sales and occupancy objectives will cover for the second stage of early interest and

pre-sales estimated as beginning March 1, 2021 through December 31, 2021.

• Generate an additional 100 Independent Living priority members for an average of 16.7

per month for 6 months, from March 1 through August 30, 2021

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• Convert 1/3 of 150 priority members (50) to reservation-holders beginning September 1, 2021 through December 31, 2021

The following sales and occupancy objectives will cover the 1st year of opening, assuming January

1, 2022.

• Generate an average of 6 sales per month, for total sales of 72 sales (a combined 122 sales

from July 1, 2021 through December 31, 2022)

• Projected attrition of 15 for 1st year for year-end occupancy of 107 (50% occupancy)

Assisted Living Objectives

The following admissions objectives will cover the time period estimated as beginning October 1,

2021 through December 31, 2021, deemed the pre-sales period prior to opening.

• Generate 8 reservations prior to opening

The following sales and occupancy objectives will cover the 1st year of opening, assuming January

1, 2022 through December 31, 2022.

• Generate 36 sales for an average of 3 sales per month • Projected attrition of 8 for 1st year for year-end occupancy of 34 (36% occupancy)

Memory Care Objectives

The following admissions objectives will cover the time period estimated as beginning October 1,

2021 through December 31, 2021, deemed the pre-sales period prior to opening.

• Generate 2 reservations prior to opening

The following sales and occupancy objectives will cover the 1st year of opening, assuming January

1, through December 31, 2022.

• Generate 10 sales for an average of 1 sale per month • Projected attrition of 0 for 1st year for year-end occupancy of 12 (44% occupancy)

Note: These sales and occupancy results match, if not exceeds, the proposed budgeted occupancy for

independent living for year one of opening.

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MARKETING AND SALES STRATEGIES

The following is a description of the marketing approach broken down into three stages:

introduction, early-interest, and pre-sales.

INTRODUCTION STAGE – August 1, 2019 – September 30, 2020

During this introductory period, the marketing strategy is to set the stage for successful pre-sales

results. Emphasis will be placed on the activities leading up to the first lead-generating activity.

This stage will be driven by Josh Johnson working with Angell Marketing in conjunction with the

South Bay Development team. Initial marketing staff will be hired toward the end of this stage

prior to the opening of the Discovery Center.

Activities during this introductory stage include developing site signage and coordinating

communications and materials to support the groundbreaking announcement and event.

Communications strategies will also include the development of marketing materials and digital

tactics during the early awareness and interest generation stage for The Variel. First marketing

initiatives will include introductory mailings and a survey mailing to the target audience. This

stage will include the development of marketing displays and collateral materials prior to the

opening of the Discovery Center. It is possible during this stage inquiries will begin as word about

the community spreads.

EARLY INTEREST STAGE – October 1, 2020 – June 30, 2021

The early-interest, or priority stage, is the period when lead generation will begin in earnest to

coincide with the opening of the Discovery Center.

Priority Program Rationale

The pre-sales effort will begin with the development of a list of interested, independent living

prospects, who will become members of the priority program. This method is used to introduce

and build awareness of The Variel. The priority program is intended to build momentum prior to

the actual pre-sales activity by enticing prospects without providing all the details and creating a

sense of urgency among prospects to want to know more. An effective priority program is reliant

upon generating a relatively high number of members. The more people on the list, the more

urgency prospects feel to learn more; and they will also seek the opportunity to select their

residence of choice based on their position on the list. The success of the program depends upon

withholding information until deposits are accepted. The goal is to have a high percentage of

members attend a conversion appointment where they will be given the option to make a

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reservation.

The priority program will be branded to effectively communicate the opportunity it provides. The

branding and positioning for the priority program are outlined in the Communications Strategy.

Prospective residents will pay a $500 fully refundable payment, fill out a priority agreement, and

complete a questionnaire that provides information about their needs and preferences. At that

point, they are assigned a priority number which indicates their position on the list. The

information provided by the priority member will help determine what they are willing to spend,

what type of residence they desire, and when they plan to make a move. It provides an indication

of their likelihood of reserving a residence during the priority conversion process.

Priority members are generated through group presentations and one-on-one appointments. The

call to action will always be to join the priority program if they are interested in knowing more.

This is not a tough sell as there is very little commitment on the part of the potential priority

member. Emphasis is placed on the benefit of joining the list, which will be communicated as

follows:

3 Reasons to Join the Priority Program

• To receive information before the public—members will be the first to learn of specific

details about the community as information becomes available

• To receive the best selection of residences—members will be contacted according to their number to select a residence of their choice based on floor plan and location

• To take advantage of introductory offering—members will be given a special package of perks following the reservation of a residence

PRE-SALES STAGE – July 1, 2021 – December 31, 2022

Approximately 6 months prior to construction completion and the opening of the community, the

sales personnel will begin meeting with priority members for their conversion appointment.

Details related to pricing and rental agreements will be revealed, and members will be given the

opportunity to make a reservation. Priority members will be met with according to their position

on the list. The lower the number, the better position and opportunity they will have to reserve a

residence of their choice. The conversion appointment is the opportunity for commitment on the

part of the priority member. If they do not reserve a residence as a result of their conversion

appointment, they will lose their position on the list. If they do decide to reserve a residence at the

conversion appointment, a fully refundable deposit will be placed.

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Key Factors for a Successful Conversion Strategy

• Reserve information exclusively for the conversion appointment • Have a clear understanding of the objective – to get a commitment • Be prepared to give specific information • Effectively manage the conversion appointment activity • Continue to give out priority numbers to new prospects • Expect to discontinue some of the priority benefits at the end to create urgency

Key Factors for Ongoing Sales Activity

• Place significant emphasis on hiring and retaining effective sales personnel • Setting clearly defined sales and move-in goals • Strive for consistency in lead and sales activity by month • Place emphasis on resident satisfaction, retention and referrals • Emphasis on experiencing the lifestyle with high level of hospitality • Develop strong professional networking and referral relationships

DISCOVERY CENTER (INFORMATION CENTER)

The priority stage and pre-sales stages will take place at The Variel Discovery Center. It will be

used for a period of approximately 18 months prior to the opening of the community.

In the introductory marketing stage, focus should be placed on building awareness and

networking in the area. It is important to develop relationships with local organizations and begin

to capture interest generated as a result of publicity. All inquiries generated from the website and

through an established information phone number should be responded to with the appropriate

information. The Discovery Center will be the first hub of all activity that takes place and will

represent The Variel community at large.

Location

Ideally, the Discovery Center will be in a nearby strip mall with high visibility, easy access, and

sufficient parking. The exterior of the Discovery Center will form the first impression of the

community and should be easily identified with signage and reflect the quality and design

elements of The Variel.

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Layout and Design

The interior of the Discovery Center will be representative of the community design. The center

should function in a capacity to comfortably handle incoming inquiries and visits, in addition to

providing an effective work environment for the staff. Plans include using design elements

consistent with those of the community, such as following the planned commons space color

scheme, flooring, furnishings, cabinetry, and kitchen appliances that will be featured in The Variel

independent living residences.

The floorplan will include a reception and waiting area. The reception area is very important in

providing a positive impression; it should be designed to effectively greet and comfortably

accommodate visitors and should be manned by someone at all times. The kitchen and open space

will be used to host informational luncheons and events.

A large event space with the open, working kitchen and large island with counter-height stools will

serve as a great place for prospects to sit, visit, and get refreshments. This space will also

accommodate tables and chairs for the luncheons and social gatherings that will be held. A

presentation gallery in that area will showcase the renderings, lifestyle photos, and a Touchtown

display (an interactive digital program to show level plans, floor plans, and the ability to show

which residences are reserved or available).

There should be at least two conference, or closing, rooms which will be used for discovery and

presentation meetings about the community with prospective residents and their family members.

Ideally, at least one room will include a living room setting and the other will feature a table and

chairs, displays of community renderings, lifestyle photos, community positioning, site plan,

commons areas, floor plans, and the Touchtown displays. All will be used as visual aids during one-

one-one visits and presentations.

The Discovery Center will include office space to house the marketing and administrative

personnel that will be hired prior to opening. Offices will be private areas equipped with work

stations, computer equipment, and phones, where staff can do their work separate from the space

for greeting and meeting with prospects, their families, and professional influencers.

PERSONNEL

Success is largely dependent on recruiting, hiring, and training highly qualified and personable

staff as this sets the stage and forms the first impression of The Variel lifestyle. Marketing

personnel will be responsible for conducting the marketing and sales activity and will initially

consist of a director of marketing and sales and a marketing assistant/receptionist. The executive

director and marketing/outreach coordinator will be hired about one year prior to opening. Other

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key community positions that will be hired before the community opens include the chef and an

activities coordinator.

Emphasis will be placed on recruiting excellent sales personnel and providing them with

orientation and training. Marketing staff will be overseen by Josh Johnson. Either Josh or other

West Bay resources will assist with onboarding, providing the required information about The

Variel, and training on the sales procedures.

The role of the outreach coordinator will be to network in the area to spread the word about The

Variel with emphasis on promoting assisted living and memory care to professional influencers in

the area. They will hold meetings at off-site locations and at the Discovery Center. The chef will

be hired to demonstrate the quality of the dining program that will be provided at The Variel.

Because the perception people typically have of senior living food being quite negative, providing

the opportunity for prospects and their influencers to experience what will be provided at The

Variel will be highly beneficial. Plans include holding events for prospects in the Discovery Center

with food prepared by the actual chef that will be at The Variel when it opens. In addition, the

activities coordinator will introduce the variety of wellness and social programming. The value of

hiring the marketing staff and these two positions prior to opening will be in the relationships

formed prior to opening, which will bolster the impression of The Variel during the pre-sales stage

and aid in the transition to the community once open.

Closer to opening, a staff member will assume the move-in coordinator role to ensure new

residents have a smooth move to the community. In addition, Moving Station will provide move-in

assistance and expedite the number of people able to move in once the community opens.

LEAD ENGAGEMENT

Lead engagement is the strategy of working with leads from their initial point of inquiry, whether a

website inquiry, a phone inquiry, or someone coming into the Discovery Center, to the point of

conversion. It is following the lead through the sales process from joining the priority program to

reserving a residence and all the many activities and steps in between.

Leads will be captured and recorded in the customer relations management system (CRM) specific

to the senior living industry, Sherpa. This CRM system will be installed in the introductory stage

and assist with the management of the sales process ongoing. The system will be used by The

Variel personnel and will be integrated with advertising campaigns orchestrated by Angell

Marketing to effectively record and track all activity for sales and for sales management. As a

marketing tool, the system provides the ability to communicate with all leads and provides digital

capabilities including the implementation of marketing automation. As a sales tool, Sherpa allows

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the marketing and sales personnel to schedule and add activities, and the system prompts the

marketing staff to fulfill the lead engagement activity throughout the process.

SALES PROCESS

Priority Sales Process

The characteristics of a successful sales process is always based on effective relationship building

with prospective residents and their influencers. This is particularly true of development-stage

sales. The community is not open yet, and the marketing personnel have to rely even more on

forming great first impressions and developing meaningful relationships with leads. It begins with

building trust through listening and then effectively describing the future community. They are

responsible for painting the picture of the future community. During the priority stage, emphasis

will be placed on motivating the lead to demonstrate a sincere interest in knowing more. Very few

details regarding floor plans, exact dimensions, and pricing information will be revealed because it

is too early to ask them to make a commitment. The goal of the process is to create interest and a

sense of urgency to be “in the know.” Priority members are promised that joining the priority list

will assure them the opportunity to get those details and reserve a residence according to their

number when the community is nearing completion.

A predetermined priority presentation will be developed and refined to showcase the plans, giving

just enough information without providing too many details. All the personnel should be aware

that details should be reserved for a conversion appointment; however, the presentation will

include virtual and video presentations to capture interest and entice them to become a priority

member. Those in the selling role will be given presentation tools and priority program materials

to use during the presentations.

Length of Presentation

During the priority stage, each initial presentation should take about an hour. While the visitor

will be greeted in the lobby and waiting area, introduction and discovery process should always

take place in the privacy of the discovery/closing room.

Greeting

The first impression begins with creating a sense of hospitality. Visitors will be greeted, offered a

beverage, and refreshments should be available if desired. Once seated, the presentation should

begin with an explanation of what the time together will include; this allows the visitor to have a

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sense of ease about their time and that they will have a chance to hear about everything and get

their questions answered.

Discovery

The presentation will begin with a period of discovery, a time when the sales associates will

establish rapport and learn about the prospective resident’s needs, likes and dislikes, and timing

for making a move and identify hot buttons that will provide the key to their likelihood of

reserving in the future. During this time, an assessment will be made of whether the prospect is

financially qualified among other important details about their decision-making process. If done

effectively, this discovery process should take at least 30 minutes. Success of the program is

based on effective listening.

Senior Living Concept

It is beneficial to start with an overview of the concept of senior living in order to put the product

offering and type of community that The Variel is into perspective. This would include referencing

the different options that are available regarding independent living, assisted living, memory and

nursing care, the option of renting vs. options that require an entrance fee, and then lead into the

options offered at The Variel.

Credibility

It is important to develop credibility by providing a very brief intro to South Bay Partners and

West Bay Senior Living and the experience of these two organizations. It is typical for people to be

skeptical about development-stage projects, and a little time spent on who is developing and

managing The Variel will create a sense of trust and comfort.

About The Variel

A planned presentation will be developed with supportive visual aids. Emphasis will be placed on

providing an overview and the highlights of the lifestyle, design, amenities and services that will be

offered at The Variel. Some initial pricing information will help the visitor qualify themselves and

process whether this is an option they will find appealing.

Presenting the Priority Program

Once the overview of the community has been provided, it will be time to move into presenting

the priority program and the benefits of joining. This is not a hard or tough sale. It is a matter of

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presenting the information and asking if the visitor is interested in knowing more. Through the

discovery process and then assessing their reaction to the presentation, the sales associates

should have a sense of their level of interest in The Variel and desire to move forward with priority

membership. The benefits of the program will be presented, and the steps for joining will be

reviewed. The presentation will conclude with the simple question of whether they would like to

move forward.

When the visitor expresses the desire, they will be provided the priority program paperwork to fill

out. Once their fully refundable priority deposit will be collected, they will be assigned their

number and provided a membership card. The presentation will conclude with what the new

priority program member can expect over the coming months regarding when they will receive

more information and the timing of the pre-sales stage.

Follow-up

The priority program will be the most successful if the relationship continues at some level during

the months between joining the program and pre-sales. After the appointment, a thank you note

will be sent.

Retention

The best retention efforts during this phase involve communicating with priority members on

occasion, particularly with personal communications such as sending a birthday card or holiday

greeting. In addition, social events will be held regularly to invite priority members visit the

Discovery Center to further build a relationship with The Variel staff and with fellow-priority

members. Themed events will include holiday observances and other parties, such as wine tasting,

cooking demonstrations, and participating in activities and programming that will be similar to the

community offerings.

At these events and through various communications members will be provided with construction

and programming updates so they stay informed and excited about The Variel.

Referrals

Priority members will be encouraged to provide referrals and may host their own events with the

help of The Variel chef and staff if they would like their friends to hear about The Variel as well.

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Pre-sales Process

The pre-sales stage is projected to begin about 6 months before the opening of the community.

Starting with priority member meetings, this will give them the opportunity to reserve a residence

before allowing non-members to reserve. All members of the priority program will be notified of

the timing in advance and will be provided information about what they can expect during this

pre-sales stage. This may be done through an event or through various types of communication

strategies with members.

A conversion appointment will be scheduled with each priority member. This visit will consist of a

full presentation format, as if it is the first presentation. The sales associate will not assume those

who joined the priority program are already sold. All the details will be presented according to a

predetermined format, including conducting a period of discovery, presenting of the information,

and closing for the sale, a hold, or some type of follow-up with each member of the list. During this

stage, the details will continue to be withheld from new leads, but the new leads will have the

opportunity to join the priority list and receive the details according to their number.

The success of the sales effort is dependent on converting as many as 25% to 30% of the priority

members. Specific tactics will be provided for this process, and the marketing and sales personnel

will be provided training on how to conduct this appointment based on this desired sales outcome.

Members will have to respond to their opportunity within a specified number of days, or they

theoretically will lose their position on the list. The conversion process may be accomplished

within 3 to 4 months, depending on the number of priority members on the list.

Once all priority members have been met with, other prospective residents will be given the

opportunity to reserve before the opening as well.

Pre-qualifying

During the various stages of the sales process, the likelihood of someone qualifying for both

independent living the health services from a financial perspective as well as health qualifications

will be assessed. While a formal financial application process is not used for qualifying residents

for rental communities, it will be beneficial for the sales associates to help prospects understand

the cost of residing at The Variel. During the discovery process, it is quite natural to discuss the

current situation and determine if prospects are home owners and what they have done for a

living. Otherwise, it is not appropriate to directly ask for financial information due to Fair Housing

Act regulations. Prospective residents will likely ask questions to help them understand if they

will be able to afford living there as well.

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If asked, associates may describe that monthly income can cover all or part of the monthly rental

fee and that it may be necessary to draw on other assets over time.

There are no health qualifications for independent living at a rental community; therefore, the

process of helping the prospects know what accommodations or services would be most helpful to

them is rather informal. If someone moves into independent living at The Variel and they need

further assistance, they can relocate within the community.

There is an assessment and application allowable through the state assisted living licensure that

will be applicable to The Variel.

INFORMATIONAL AND SOCIAL EVENTS

In addition to one-on-one presentations, a series of informational events will be held at the

Discovery Center. Events may include luncheons and morning or afternoon events. Invitations to

the events will be sent to existing leads and the purchased prospect list. The goal will be to

generate between 12 and 16 attendees at each event informational event with an expectation for

more at the social events.

As with the one-one-one visits, providing a high-level of customer service and hospitality will be

key. This should mimic the hospitality and lifestyle of The Variel once open. Refreshments will

always be included depending on the type of event, whether a luncheon or an afternoon event. A

set program will be developed, including a PowerPoint presentation to serve as a visual

representation of the same information used during the one-on-one appointment. Attendees will

be given the opportunity to join the priority program at the conclusion of the event, and the staff

will help collect the deposits and paperwork.

Various social events will be held to attract people to learn more through a different format.

Sometimes people are more likely to attend and event where they can casually learn more without

feeling as if they are going to be attending a sales presentation. This is often the best opportunity

to schedule follow-up, one-on-one appointments once the relationship is already formed.

Other larger events may be held at local hotels or country clubs, particularly based on the timing

of the events and the size. Potentially, an initial informational event may be held at a nearby

venue before the opening of the Discovery Center. Or, there may be larger social events that the

Discovery Center cannot accommodated, such as a holiday brunch.

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ASSISTED LIVING AND MEMORY CARE SALES

A different approach is taken with generating interest for assisted living and memory care. While

the initial marketing effort will promote the fact that the community will have these services, the

actual pre-sales activity will start closer to opening and based on availability of these levels of

care. Because there is often a more immediate need for these services, there is a shorter window

during which the prospective resident or family member is seeking services.

The marketing staff will be prepared to talk about assisted living and memory care as they receive

inquiries and as a part of the independent living sales process. In addition, an experienced

outreach coordinator will be hired to promote the assisted living and memory care programs.

Initial outreach will begin in the local community.

Networking and Outreach

Referral sources will be identified by meeting with various health care providers and

professionals, social workers, placement agencies, financial planners, and other community

influencers. Some meetings will take place at the sources’ place of work or in a more informal

setting, such as meeting for coffee or lunch, while others will be held at the Discovery Center.

Various senior living associations have infinity groups that hold regular meetings. The outreach

coordinator will join these groups and attend meetings to spread the word through one-on-one

visits and group presentations.

All contacts will be kept apprised of the timing of opening and provided a description of the

services offered and benefits of choosing The Variel.

Activity will be supported through various marketing initiatives, including direct mail, digital

marketing efforts including search engine optimization (SEO), search engine marketing (SEM), and

social media.

One-on-One Presentations

Three to four months prior to opening, the sales and admissions process will begin in earnest.

Both the outreach coordinator and the sales staff will schedule visits with the prospective

residents and their adult children influencers (ACIs) as well as other professionals involved. Steps

will be taken to secure deposits for those who can pre-plan their move by 2 to 3 months. As the

opening of assisted living and memory care nears, efforts will increase to generate occupancy.

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COMMUNITY NETWORKING

In addition to the outreach for the health services, emphasis will be placed on the value of

establishing and building relationships with those in the greater Woodland Hills community who

are influential and where there are mutual interests. This includes joining and attending various

local associations and organizations that can be great resources for connection and spreading the

word. Examples of these include the local chamber of commerce, senior living associations, and

social organizations.

PUBLIC RELATIONS

All of the marketing and sales activity and various milestones will be promoted through public

relations, including press releases and digital promotion opportunities.

FAIR HOUSING AND AMERICAN WITH DISABILITIES

All marketing and sales efforts for The Variel will be done in compliance with the fair housing

regulations including Fair Housing Amendment (FHA), Housing for Older Persons Act (“HOPA”)

and the American Disabilities Act (ADA).

The Variel staff will maintain an awareness of the regulations and how these affect marketing and

advertising for the community. Steps will be taken to ensure the Fair Housing Act poster is

located in a visible location or locations in the Discovery Center. Personnel will conduct all of

their discovery sessions and sales presentations in compliance with the regulations.

In addition, all visual displays will include the appropriate representation according to

demographics in Woodland Hills and the greater Los Angeles Metropolitan area. Lifestyle photos

with Asian, Hispanic, and African American representation will be used.

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COMMUNICATIONS PLAN

COMMUNICATIONS STRATEGY

Communication Plan Objectives

The stage is set for a successful FY19 and FY20, with a communication plan designed to meet these objectives:

• Announce the development of The Variel of Woodland Hills to the public market • Build awareness of The Variel in the greater Woodland Hills Community • Introduce The Variel to the PMA of prospective residents and adult children influencers • Introduce The Variel assisted living and memory care to health care service providers • Generate 50 leads per month once the discovery center is open

Communications Plan Strategies

• Enforce The Variel positioning and branding established in FY19

• Maximize the lead-generating potential of the mailing list to reach qualified prospects,

increasing visits to the Discovery Center through an interesting mix of events that showcase the lifestyle of the future community and levels of care that will be available

• Mix print media, digital, and direct mail tactics to build community awareness, generate

leads, connect with adult children influencers, and familiarize The Variel with health care service providers

• Continue to increase website traffic, inquiries and re-inquiries through re-invigorated

search marketing, integrated online and offline communications, and marketing automation tools

o Achieved through on-going updates to the website with new development updates and messaging

• Leverage photography and video to increase awareness and cross market through The

Variel website, social media content, direct mail, and print campaigns

• Place emphasis on recording and tracking of all inquiries within the Sherpa CRM system.

The marketing team will undergo training on the importance of acquiring information from buyers (depositors), leads, and prospects, as well as best practices.

• Begin the use of call tracking numbers to record responses to specific initiatives and track engagement among various marketing initiatives

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• Nurture leads and VIP priority members through consistent, specific communications, including newsworthy development updates, exclusive event invitations, and access to resources

• Promote engagement through frequent updates and events with V.I.P. priority members in an effort to successfully convert to depositors during the pre-sales process

TARGET AUDIENCE PROFILE

The strategy is to target communications to age- and income-qualified seniors, with print and digital communications reaching both seniors and interested adult children.

Considering a target audience profile of characteristics, needs and desires common to the majority is helpful in crafting positioning and key messaging that will resonate with most

prospective residents and compel them to inquire and re-inquire. It is anticipated that the majority of the target audience fits the following prospective resident profile:

Deeply rooted in the area—Those comfortable and familiar with their surroundings, with a strong social network. They may be life-long Los Angeles residents, or they may have relocated here,

whether to be near children or to enjoy the climate and lifestyle in their early retirement years. They want to stay in this area, close to services, conveniences, and attractions they enjoy, with easy access to all parts of the metro area.

Well-educated and successful—College-educated professionals, entrepreneurs, educators, and homemakers, they have been active and successful in their work and community. They recognize

the value of quality products, including a quality retirement community that will meet their needs and desires: enhance their lifestyle, offer future care, and protect their assets.

Financially comfortable, forward planning—Financially comfortable and quality-minded, these individuals are particular in how they spend their money and want to protect their assets. They

also recognize the value of living in a quality community that meets their lifestyle needs today and potential care needs in the future.

Younger in age and spirit—These active seniors stay involved, volunteering their time, traveling, visiting family, entertaining friends, taking educational classes, and participating in groups and

clubs. They don’t feel retired in the traditional sense.

Humble and friendly— Current and future residents welcome and readily accept other people, including a diverse mix of faiths, beliefs, cultures, and orientations.

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Demographics

• Couples and singles age 75+ • Upper-mid-range income and assets • Live in the area and want to remain, or children live in the area and want to be closer

Lifestyle

• Active, busy with strong social connections • Spirit of philanthropy, volunteerism • Educated, successful • Active supporters of the greater community, the arts, and personal projects

Values and Motivations

They value their current home and do not need to make an immediate change, but for reasons below, they are considering it.

• A maintenance-free lifestyle is appealing because maintaining their home is an

increasing challenge, whether they do it themselves or hire and manage services.

• They are active and maintain their health; they may have minor health concerns or

have had a recent health scare causing them to consider retirement community living.

• They are willing to give up some possessions and “downsize” but want to live with the

things they value most and maintain a certain level of style in their home.

• They value social connections and want to continue connections in the greater

community.

• They want to live a purposeful life during retirement; volunteering, being a part of

clubs, committees and activities are rewarding ways to fill the day.

• They value opportunities to remain active in their faith or spirituality and appreciate

the mission and foundational values of a faith-based, not-for-profit community.

• They are open-minded and accepting of other people, including people with a variety of

faiths, beliefs, cultures, and orientations.

• They fear loss of control, loss of dignity and privacy as they age; living in a secure

environment with a plan for future care fulfills a need to remain in control of their lives and futures.

• They want to continue to make their own decisions, not burden children, live within

their means, and leave a legacy to children and grandchildren.

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Familiarity with Retirement Communities and Perceptions

The need for awareness and education should be assumed. Marketing communication messages begin the education process—by piquing interest. Then, sales counselors meeting one-on-one with prospects can provide more education, explain benefits, and help them compare their options. It should be assumed that although prospects are likely to have some familiarity, there is a

strong need for education to understand the differences between communities and residence types.

Below are common retirement community perceptions held by prospects.

• May be more familiar with assisted living centers and nursing homes than with

independent living rental communities

• May perceive senior living communities as nursing homes, that they themselves are too young or “not ready,” or that all communities are much the same and price is the only difference, etc.

Personas

The following three profiles, or personas, were developed to better identify the target market’s needs and wants. These are fictional, yet fact-based profiles of potential residents, so Angell

Marketing can market to them more effectively. These personas also help to ensure all content created is geared towards these fictional buyers and helps align all marketing efforts.

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TARGET MARKET

The target market ZIP codes have been selected based on a 5-mile radius surrounding The Variel. The following charts show the estimated number of prospects that meet the age- and income- qualifying criteria to generate independent living leads.

Target Market List Criteria:

Age: 75+

Income: $50,000+ Net worth (Includes Home Value): $500k+ -or- Home Value: $500k+

Quantity: 15,000 (random select to meet 15,000)

ZIP Code City Counts

91303 Canoga Park 492

91305 Canoga Park 1

91365 Woodland Hills 52

91367 Woodland Hills 3,798

91364 Woodland Hills 2,824

91306 Winnetka 2,469

91396 Winnetka 3

91308 West Hills 30

91309 Canoga Park 18

91357 Tarzana 51

91335 Reseda 2,905

91356 Tarzana 2,463

91372 Calabasas 68

91337 Reseda 4

91304 Canoga Park 2,804 TOTAL 17,982

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Source: Target Market ZIP Codes

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The adult child influencer target market ZIP codes have been selected based on a 10-mile radius surrounding The Variel. The following charts show the estimated number of prospects that meet the age- and income- qualifying criteria to generate assisted living and memory care leads.

Adult Child Influencer List Criteria:

Age: 55-74 (Adult Child with Elderly Parent Living in the Home) Income: $150,000+

Net worth (Includes Home Value): $1,000k+ -or- Home Value: $775k+

Quantity: 7.080

ZIP Code City Counts 91367 WOODLAND HILLS 299

91303 CANOGA PARK 4

91364 WOODLAND HILLS 397

91306 WINNETKA 15

91307 WEST HILLS 278

91304 CANOGA PARK 216

91356 TARZANA 389

91335 RESEDA 18

91302 CALABASAS 689

91316 ENCINO 262

91324 NORTHRIDGE 98

91311 CHATSWORTH 300

91325 NORTHRIDGE 163

91406 VAN NUYS 22

90290 TOPANGA 94

91436 ENCINO 565

91326 PORTER RANCH 612

91343 NORTH HILLS 75

91411 VAN NUYS 28

91403 SHERMAN OAKS 285

91344 GRANADA HILLS 328

91405 VAN NUYS 7

91402 PANORAMA CITY 1

93063 SIMI VALLEY 134

91401 VAN NUYS 57

91345 MISSION HILLS 2

91423 SHERMAN OAKS 177

91301 AGOURA HILLS 226

91377 OAK PARK 99

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93065 SIMI VALLEY 30

90049 LOS ANGELES 313

90077 LOS ANGELES 273

90210 BEVERLY HILLS 29

90272 PACIFIC PALISADES 512

90265 MALIBU 83

TOTAL 7,080

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Source: Adult Child Influencer ZIP Codes

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POSITIONING OVERVIEW

At The Variel, we aspire to create a place where active, older adults will continue to grow and live well, together.

That's what The Variel is—a place, designed to host the best days of your life. More than just an apartment, it's inspired senior living. A community filled with friends, with laughter and new experiences. Always holding a seat for you at a shared table, to nourish your body, mind and spirit with great meals and stories. Where you can share moments with like-minded people, savoring

the fondest details of your journey to now.

And if you ever need additional care, we're there by your side with an inspired approach to care. Lifting you up. Guiding you and your family through the uncertainty of change.

The Variel is that place. Our passion to serve is the foundation of our position.

Brand Concept: The Spice of Life

Variel is a fluid word. It implies not one thing or place, but many. To have variety is to have

choices, the option to pick something better, to add something more to your life. It’s about shifting, growing a little bit from one moment to the next. Adding to our experiences piece-by- piece.

The Variel brand celebrates that variety. It’s about stringing together the things that we love, culminating in one grand life adventure. The Variel brand is built around personal growth, meaningful connections, quality of life, nourishing habits, and a holistic view of life. We want to provide more of those moments.

The Variel is where you can experience variety - the true spice of life.

Brand Personality: Compassionate and Wise

Picture a successful friend, someone who’s always generous with their time and ready to listen to your concerns.

• They’ll always make time for you and can relate to your concerns and needs. • They care deeply about the well-being of you and the people you care most about. • They’re optimistic and can provide wisdom and guidance for those tough moments.

The brand personality of The Variel is that of a compassionate and wise companion—a confidant.

We’re the close, trusted friend you can always call on.

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Brand Experience: Exceptional by Design

More than just a place, our brand is the backdrop for people’s moments— both shared and personal, forever coloring rich, new memories that contribute to an overall sense of joy. The experience of our brand maintains balance between the softness and comfort of personal space with the refinement and style of a highly inspired place.

We work with the best creative professionals to create beautiful architecture, well-appointed interiors, thoughtful spaces, exciting programming and consistent, high-quality branded experiences with a clear message.

Descriptor: Inspired Senior Living

While others operate in the status quo, The Variel exists to expand and enhance the senior living experience. More than just a different approach, it's an inspired approach.

Indeed, we're helping you rethink the very idea of change. It starts by making transition feel more like growth, rather than disruption, and it continues with an uplifting lifestyle that opens the door to fresh new possibilities—enriching, invigorating and often, just plain fun.

The Variel is inspired senior living—the time of life to anticipate, embrace, and celebrate.

Core Values

• Grow Together: Experience More Choice —

We believe choice brings positive change. We refuse to let any of the tropes of old age prevent our residents from an active, inspiring lifestyle with an abundance of options at their disposal. Residing at The Variel guarantees a life of variety and an exceptional experience, unique to our property and our brand—free from the stereotype of

conventional retirement communities.

It’s the choice to shift into something better—something more inspiring—that sets The Variel apart. The choice to eat better, live together, share more and to grow, together.

• Stay Connected: People Plus Technology —

Being connected is an area where we excel. It’s one of the primary reasons that people decide to join us at The Variel—they know that they’re gaining a community of interesting and inspiring friends and neighbors, without losing that precious connection to their

family. They can have people over in-person for an event, a meal or just to enjoy time together.

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In fact, utilizing technology can actually increase the connection between residents and their extended families. We give residents the tools and skills necessary to stay in touch digitally and teach workshops on how tech makes life easier. At The Variel, our community is strong because we invest in fostering meaningful connections both online and off.

• Living Well: Quality Built on Service —

While our market position affords us the opportunity to provide a high quality of life and an exceptional senior lifestyle, amenities aren’t everything. We believe in service and a spirit of generosity and inclusivity that’s both reassuring and welcoming.

We want to be known for how we treat each other, like a family member or close friends. The best things in life may be free, but they are also the most valued. We are honored and grateful to be chosen to deliver that service with a humble spirit. Sharing our heart's intent through service is better than any amenity we could ever provide.

• Nourish the Sprit: Sharing Meals and Memories —

We know that food is the key to health, wellness, and longevity. It's how we nourish the body, the mind, and the soul. Meals are a way to not only give ourselves the nutrients and energy we need, but they are the things in which we share our best experiences as family

and friends.

That's why good, healthy food and wellness are central to life at The Variel. It's a unique food program that combines exceptional taste, variety, and a commitment to fresh, nutritious ingredients. Plus, it's a beautiful way to bring people together over delicious

meals—experiencing new flavors, sharing time together at the table, adding to their rich palette of great conversation and sweet moments.

• Holistic Health: Everything Integrated —

We consider every facet of the people’s experience at The Variel, it helps us to define how we can best accommodate them, and find new ways to improve our service, and ultimately their experience. We take a holistic approach to our business that considers everything

about it: service, care, design, branding, programming, events, entertainment, and every other element that helps us make life better for residents and their loved ones.

In addition to access to medical assistance, this means offering unique classes, spa services, clinics, and opportunities for prayer, meditation or whatever else make their experience better. It’s all integrated and curated to promote wellness across all aspects of life at The

Variel.

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TACTICAL PLAN

Angell Marketing will use a mix of direct mail, advertising, and digital media to promote The Variel. The following tactics are proposed for marketing independent living, assisted living, and memory care. A mix of events are planned in order to generate new leads and re-inquiries.

Please see the Appendix for the FY19/FY20 Budget Timeline.

Groundbreaking Event

The Variel groundbreaking ceremony took place in February 2020. Guests of the event included Woodland Hills Chamber of Commerce members and city officials, local doctors, health care professionals, elder law attorneys, finical planners, and church officials. Prior to the ceremony, the following tactics will be executed to announce this stage of the development process and promote

the event:

• Press release • Email Invitation • Construction Fence Signage • Community Information Sheet

VIP Priority Program

The VIP priority program will be executed to generate interest and meet the demand for the community. Future priority program members will inquire with interest to the community by attending lunch and learn programs presented by the marketing team. Once the discovery center

opens, these presentations will occur three times per month. Lunch and learn attendees will have the chance to secure a priority number by completing the appropriate paperwork and making a $500 deposit. The priority number secures each buying units’ place in line to choose their apartment location, fixtures and upgrades, and secure introductory pricing. In addition, they will

also receive development updates before the public and attend exclusive members only events.

Collateral Materials

Collateral materials will be developed to support marketing efforts and the VIP priority program.

Reprints of collateral materials can be fulfilled as needed throughout the fiscal year and tracked within the marketing budget. Occasionally, the need for new marketing materials may be identified for use at a specific event or as a fulfillment piece for the marketing team. The Variel

team and Angell Marketing will work together to track current inventories of materials so that reorders can be placed with time to update content, as needed, and delivered prior to depletion of the current inventory. At times, it may make sense for the community to reprint materials onsite,

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as needed, for immediate delivery or to fit a particular budget. Measures should be taken to ensure that all printed collateral have the required equal housing and accessibility logos and meet a standard of quality for distribution to leads and prospects.

General collateral materials include the following:

• Stationary package: printed and digital letterhead, envelopes, and thank you cards • Business cards • Touchtown materials: floor plans and site maps • Wall displays: renderings and “Inspired Senior Living” positioning

Collateral materials for the VIP priority program will include the following:

• PowerPoint presentation • Presentation folders • Brochures • Agreements • Questionnaires • FAQ sheets • 4x9 Details insert • Notepads and pens • Membership card

Photography and Video

Budget has been allocated to accommodate photo shoots and videos as needed.

Direct Mail

Digital efforts are the highest ranked market source of inquiries generated through marketing initiatives among senior living communities. However, direct mail and events still account for a

large percentage of new lead RSVP generation and event attendance through the year. Direct mail invitations will be the workhorse for driving leads and prospects to the Discovery Center. In addition, direct mail will be strongly reinforced with digital efforts by driving traffic to the newly developed website and continued use of event invitations in eNewsletter communications and

social media promotion.

We see the target market audience as four segments of age- and income-qualified seniors:

Prospects (P)

Leads (L) Priorities (VIP) Adult Child Influencers (ACI)

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Onsite Events

Prospects that are beginning their research into senior living communities are more likely to attend an event where they can become familiar with the community lifestyle without the perceived pressure of a sales appointment. For others who may come to dozens of luncheons and other events over a long period of time before making a decision, the opportunity to attend events

maintains a positive impression and equally positive word of mouth.

An interesting mix of events and invitations that reach a broad qualified audience of prospects (purchased mailing lists) will leverage the appeal of The Variel and maximize new lead inquiries and possibly lead re-inquiries. Below is an overview of event types and topics, with details to be finalized at a later date.

Proposed events for leads and prospects (purchased mailing lists) include:

• VIP Priority Program Kick-Off: Large kick-off event that will introduce the priority program

to all prospects once the discovery center is open.

• VIP Priority Program Events: Lunch and learn events will begin once the discovery center

is open and occur three times per month until June 2021. The audience will include all prospects and leads.

• VIP Priority Member Socials: These social events will keep the VIP priority members engaged

with The Variel’s construction progress, marketing team, and future residents. Members will have a chance to mingle with their future neighbors and receive construction updates, move-in action plans, and other newsworthy announcements during these events.

• Construction Events: These events will celebrate The Variel’s construction milestones after

groundbreaking. The audience will include all leads, prospects, VIP priority members, and adult child influencers. Examples of milestones are listed below.

o Raise the Roof o Grand Opening

• Educational Seminars: These events will focus on resources and educational topics of interest

for seniors looking for different lifestyle options. The audience will include all leads, prospects, and adult child influencers. Suggested event topics are listed below.

o Moving Station Seminar o Retirement Planning Workshops o Guest Speakers: Senior Living Experts

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• Independent Living Events: These events will be fun in nature and focus on the social lifestyle of the community. The audience will include all independent living leads and prospects. Suggested event themes are listed below.

o Mardi Gras Party o Wine and Cheese Pairing o Fiesta Party o Paint and Sip o Casino Night o Friendsgiving Dinner o Holiday Brunch

• Assisted Living Events: These events will be educational in nature and focus on The Variel’s

assisted living and memory care programs and health related topics. The audience will include assisted living leads and adult child influencers. Suggested event themes are listed below.

o Dementia Care o Diabetes Management o Local Guest Speakers: Senior Healthcare Providers and Experts

Note: Due to COVID-19 events will be smaller groups of people. We will follow the guidelines and recommendations for Woodland Hills.

Promotional and Informative Direct Mail

In addition to direct mail invitations to events, the following direct mail initiatives will be executed to make announcements to the community and nurture leads.

• Variel Announcement Letter: This letter will introduce The Variel to the surrounding

community and provide development details such as the Discovery Center open date and the community’s grand opening date. A rendering insert of The Variel and message to watch for a survey will be included. This letter will be mailed to prospects and adult children influencers that qualify within the parameters set for the target audience (purchased list).

• Marketing Survey: Prospects from the PMA and surrounding ZIP codes will be surveyed on

the type of community that is the most attractive and beneficial to them. The results of this survey will help guide the decisions made by the development and marketing teams. This survey will be mailed to prospects two weeks after the announcement letter and will include a BRM response card.

• Discovery Center Now Open Announcement: This postcard will serve as a call to action to

visit the Discovery Center to learn more about Variel community. This announcement will be mailed to prospects and adult children influencers that qualify within the parameters set for the target audience (purchased list).

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• Thank You and VIP Program Introduction: Will be mailed to leads two months prior to the start of the VIP priority program lunch and learns. This mailer will thank the leads for their interest in The Variel and introduce to them to the VIP priority program benefits and

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invite them to attend future VIP priority program lunch and learn events.

• Lead Update Letters: Bi-monthly letters will keep leads up to date on The Variel’s current

events, news, and development updates. These letters will be personalized and written from the perspective of the executive marketing team.

• Holiday Greeting Card: Lead nurturing greeting card that will be sent to all leads on behalf of

the development and marketing team.

Digital Marketing Efforts

Website

A new landing page was designed and developed in FY19. The new website will launch in FY20 before the discovery center opens. It will be optimized for search keywords and is responsive for monitors, tablets, and mobile devices to appeal to all users. It is recommended that regular content

edits be made to the website to attract new and returning visitors.

Contact forms will be incorporated into the website to gather information from visitors. The forms will be sent directly to the entire sales team, who will then be responsible for managing the distribution of the contact forms to the appropriate onsite staff members to ensure a quick response is provided.

SEO (Search Engine Optimization)

As we approach opening, it is critical that The Variel website continues to evolve. This includes meeting SEO standards for current on-page content. Search engines typically crawl a website every 15-30 days. Publishing new content on a regular basis is required to maintain relevance and establish domain authority. It is highly recommended that 250-300 words exist on each page of a

website. These efforts will trigger search engines to crawl a website more often, which increases the crawl rate. As a result, the website will attain a higher rank in organic search results over time.

In addition, we highly recommend growing website content on each page to meet SEO best practices. Search engines look for a minimum of 250-300 words when crawling a website. From an organic standpoint, this provides further opportunity for higher ranking in search results and guiding quality visitors to the website.

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SEM (Search Engine Marketing)

Paid search is another useful tactic that guides new visitors to a website. This tactic translates to pay-per-click advertising, a powerful tool for achieving marketing and sales goals. Unlike organic efforts, paid search allows for targeting specific audiences that are likely to engage and convert. Google Ads are a popular form of pay-per-click advertising and heavily utilized to promote

products or services. Benefits of paid search are plentiful. This type of advertising is measurable, trackable, affordable, and insightful.

We recommend Google Ads to reach The Variel’s target audience. Budget is allocated toward pay-per-click advertising. When these ads are shown to search engine users, the action of clicking on an ad will incur a cost. The cost of a click is dependent on the targeted region and keyword competition in that area.

Campaign Recommendations (dependent upon necessity):

• General Variel promotion • VIP priority program • AL/Memory care program awareness

Marketing Automation

While digital advertising and tactics become ever more important, we recommend that marketing automation become a key tactic. Marketing automation is a tool that is utilized to manage repetitive tasks including emails, SMS messages, and much more. When this tool is used

successfully, it can drive increased conversions and boost leads. Marketing automation engages prospects and customers through highly relevant content that, in turn, converts them into loyal customers.

Since the sales cycle for a prospective lead can sometimes be lengthy, marketing automation ensures that we can carry the leads through the sales process much easier. By utilizing the multiple touch points that automation has to offer (drip campaigns, automated email responses,

etc.), it has the potential to help leads arrive at a decision quicker. This tool will also couple well with the Sherpa CRM. Allowing for a seamless connection between both CRM and automation helps to provide Angell Marketing with data for the best timing on how and when to hit our leads in the system.

Social Media

Angell Marketing will develop a content calendar for weekly communications of general marketing events and events pertaining to the development. Graphics and photos from marketing events will be provided to Angell Marketing to be posted.

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Social media posts will be shared on LinkedIn, Facebook, and Instagram when applicable and will direct followers to the website. Overall, this will help to improve website analytics for those who visit The Variel website. Socially, this will also position The Variel as the source for more information and updates within the senior living industry.

It is recommended that we utilize paid Facebook advertising initiatives through likes campaigns and website click campaigns.

Print Advertising

As with marketing any product other than consumer goods, print advertising is more valuable for building general awareness than for generating leads for senior living communities. It is often difficult to quantify the number of inquiries generated by print, however, maintaining a presence in local print publications is one of the primary ways of reaching adult children influencers who

may be researching options for a parent. Print advertising also reaches senior prospective residents and reinforces invitations and other direct mail efforts.

The media strategy will include local publications that will reach our target prospect audience and adult children influencers. New advertising campaigns will be developed to announce the opening of the Discovery Center and promote the VIP priority program.

Budget has been allocated to resizing and to make slight modifications to the ad campaigns.

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APPENDIX

1. Budget Timeline 2. Competitive Analysis