Apperception and Business Development

Apperception – the mental process by which a person makes sense of an idea by assimilating it to the body of ideas he or she already possesses.

New Word of the Month

A vital tool in business development support that builds on the existing knowledge of the Client.

Often starting with the elements a client ‘knows’ is frustrating, however the reason for this approach is “we need to know what you already know but don’t apply”.

Photo by rawpixel on Unsplash

Marketing is a classic aspect of poor associative techniques. The primary reason for marketing is to attract new clients when we discuss it with small business owners. Not really a great use of what ‘you know’!

The reason existing customer buy from you is a great starting point for a marketing strategy. However, use this information to encourage your customer to increase their purchasing from your business. Based on this activity widen out the campaign with your proven formula.

Start with what you know

This applies to bid and tender writing. The Public Sector is required to reveal a great deal of information. We “know” that! Few chose to access this information therefore disadvantaging their tender.

Three things to add to your knowledge base with every tender opportunity:

      • The Buyer
      • The Strategic plans
      • The Outcomes desired

Knowing what the public sector client wants as well as needs enhances the response. For example: Health and Social Care contracts will contiue to expand but the cost of direct care contiues to rise. So the obligation of the public sector remains to provide the best care.

However, most commissioning groups stipulate in their strategic plans that this cost needs to be reduced. The outcomes in the strategic plan indicate that every personal care must include an enablement section so not just care (we know this).

Apperception requires that we associate this need and the extent of the impact required to our response. The response must cover cost reduction throughservice enhancements.

Outcome based apperception

Review the specific requirements, apply what you know and the ideas you have to create the solution.

Using words like “holistic” “person-centred” and “individualised” conjuer up the idea you have, but use evidence of what you do, what you know and link these to the desired outcomes, results improve.

Service and Support

Winning tenders requires an understanding of the sector and combining the specification response with the evidence of delivery.

However, the use of tender writing to support business development enables business owners to achieve sustainable growth using our total business support packages.

Social Care providers need to adjust their service delivery strategy to meet the demands of the growing pressure, contact us for more information and build on your existing knowledgebase.

Social Care the solution not the problem

The Social Care problems are not the cause of NHS bed blocking, these are the result of the failing Care Sector! The Media hype identifies Social Care as the pinch point for service strain. The problem is elsewhere.

Local Authorities point a lack of affordable Care and the quality of Care is their primary concern.

An article Published in the Guardian Newspaper last November pointed to the 380 Care Homes that had filed for bankruptcy since 2010.

Removing that capacity from the marketplace must have a real knock-on effect. If only 60% of those client spaces were occupied, we must ask where did they go? All existing capacity is absorbing the increased demand; so what happens when people are moved on? Who picks up the strain?

The Economics

Economic Theory presents the idea that if there are limited opportunities for a scarce product or resource the supplier can name the price.

Social Care doesn’t work like that. The local Authority sets the limits on what is paid for and the system then bids for the person. Have you ever been to a cattle market? Generally, it is the best value bid that wins but in the Social Care field we have the indignity of “how cheaply” can these services be provided?

Obviously, a flawed system because it attracts low quality services and keeps the CQC busy.

So, price comes before the person. How can this be acknowledge and adjustments made in a business to ensure service viability? 

The price pressure is known. The demand for person centred care is made clear and speed is critical. This structure of allows for innovation. The Care Provider in 2019 will have to change, so if that’s you drive the changes. 

We win contracts for Care providers, as part of the process we analyse as much of the business as a client wants us to see, however, the product of this process creates opportunities for innovation, collaboration and value for money improvements. Contact the Tender Management or Social Care links to find out more. 

The Social Care Provider

Is regulation and intimidation really the only solution? Should the sector let the CQC weed out poor providers and let the local authorities squeeze the prices as hard as they can? Who knows but it is clear that a Care provider can lead the way by demonstrating they are willing to blend their care package.

The ideal solution is the Care provider becomes the conduit to universal and bespoke support for the individual client. Rather than limiting the service this opens the opportunities for greater resource deployment. The notion that because a business is making a profit that it is unfit to provide care is bias. Social Care providers are a necessary product to meet the growth in an aging population. 

The accepted facts are that we will need more social care employees than teachers with an aging population.

Hourly rates rise due of labour costs and core business costs. To meet this progression the Care provider needs to increase the value for money.  This becomes an incentivised structure local funding bodies could pay rates linked to value for money and access to additional resources.

In Conclusion

The solution, be a gateway to extended services! Care needs to embrace change that includes the NHS

Employ an innovative approach to accessing more support for the client, develop a wider network in your local community.