Senior living Care Facility
1.Executive Summary
Odin is a organization in providing senior living solutions. We do this through our unique set of abilities to meet the changing needs of Chinese aging population, and through our culture of service and caring.
Odin’s offerings for Chinese senior population falls into three main categories with increasing levels of care – independent living, assisted living, and memory care (include Alzheimer’s care and Dementia care).We offer the industry’s only seamlessly coordinated ancillary services platform, which includes therapy, skilled nursing and hospice services. Odin is a local company, but we serve people internationally. We are situated at a primitive lowland in the continuous mountains which are part of a 5A domestic scenery spot.
The Facility on completion will consist of:
100 independent living units
120 standard assisted living units
128 specialized memory care assisted living units

The Facility will combine health care services and housing serving all individuals who are in need of our services. The assisted living will offer housing with services such as 3 meals per day in a central dining room, weekly housekeeping and linen service in each unit, emergency nursing care and emergency call system monitored 24-hours a day, scheduled exercise and fitness classes, daily activities program, and social services. Concierge service will be available to make reservations and appointments, arrange transportation, etc. Residents will be at least 60 years of age and will benefit from the available services designed to help them with daily living activities.
Units will have wall-to-wall carpeting, individually controlled HVAC, large closets, handicap accessible bathrooms, and window treatments.
Services will include, directly or through third party contracts, but will not be limited to:
• Rental Housing
• Evaluation prior to admission
• Formulation of a care plan within 30 days of admission
• Occupational, physical, recreational and speech therapy
• Social Services Work
• Social activities and programs
• Nursing Oversight
• Nutritional services

• Spiritual therapy
• Pharmacy
• Memory care secure unit
• Family Counseling
• Medical Referrals
• Case Management
• Wellness/Nutritional Programs
Standard Assisted Living services will also include:
• Assistance with activities of daily living (ADLs): walking, eating, dressing, bathing, toileting and transfer between bed and chair.
• Assistance with instrumental activities of daily living (lADLs): doing laundry, cleaning of living areas, food preparation, managing money and conducting business affairs, using public transportation, writing letters, obtaining appointments, using the telephone, and engaging in recreational or leisure activities.
• Medication assistance and management.
• Emergency response systems that residents can activate.
• Health promotion and monitoring, such as blood pressure, pulse rate and weight checks.
• A variety of social, educational and recreational activities that include opportunities for socialization and wellness - including exercise - offered both within and outside the assisted living residence.
• Coordination, arrangement and ongoing evaluation of service provision.
• Transportation services that are either provided, arranged or coordinated by the assisted living program.

2.Market Situation Analysis
2.1 Target market
Different units have different target market
Independent living development targeting middle and upper income older adults who desire a maintenance free lifestyle in a congregate living setting.
Assisted living development targeting middle and upper income older adults who need assistance with activities of daily living (ADLs).
Memory care development specializing in the care of middle and upper income older adults who need supervision and programming due to
Alzheimer’s disease or related dementia.

2.2 Market growth potential
2014年末，60周岁及以上人口2.1242亿人，占总人口的15.5%，65周岁及以上人口
13755万人，占总人口的10.1%。2015年以后我国将进入人口老龄化迅速发展时期。
预测显示，从2015-2035年的20年时间里，中国老年人口比例将会增加一倍，达到

20%，此后一段时间，老年人口将占中国人口的五分之一到四分之一。2020年，我国
60岁及以上老年人口比重超过17%，人口总量达到2.148亿，其中80岁以上高龄老人
超过3000万。2020年后，进入加速和重度老龄化发展阶段，2033年前后将翻番到4
亿，平均每年增加1000万，最高年份将增加1400多万，到2050年，60岁以上人口将
达到峰值4.87亿，高龄老人达到9500万。高龄老人占老年人比重将从目前的13.7%增
长到2050年的34.8%。2051-2100年，老年人口比重维持在30%以上，总量达到3-4
亿。
无论是国内，还是国外，养老服务市场潜在而巨大，拥有广阔的发展前景。从国内看，
由于国家长期坚持的低生育政策形成的“四二一”家庭结构（家有4个老人，1对夫妇，1
个独生子女），(35%的家庭要赡养4位老人，49%的家庭要赡养2到3位老人), 导致家
庭规模向小型化、核心化转变，每对中青年夫妇所面临的是在繁忙的工作压力和残酷的
生存发展竞争条件下要照料四个老人和一个孩子，时间和精力严重不足，子女照料弱
化，社区与社会居家服务供给缺乏，加之人口流动性增强，传统大家庭失去了普遍存在
的根基，小家庭成为主导模式，家庭养老和照料的功能明显弱化。(一项调查显
示，74.1%的人表示生活工作压力大，照顾父母力不从心；68.4%的人表示要承担多位
老人的养老；50.1%的人表示生活在两地，无法把父母接到身边照顾；42%的人表示社
会保障、医疗保险在不同城市无法互通；37.7%的人表示养老院等社会养老机构无法让
人放心。)
未来一个阶段的老人生活照料，仅靠居家养老已很难为继。随着城乡一体化进程的加
快，大量“空巢”家庭已经出现，一大批“留守”老人、“空巢”老人的基本生活、精神抚
慰、医疗保健等服务需求不断扩大。根据大中城市老年人居住情况调查，北京市东城区
安德里社会空巢化比例达到55%以上，沈阳市铁西区的康宁社区竟高达73.08%，西安
城市比例略高于全国大中城市56.1％的平均水平。同时，处于富裕阶层的老人对晚年生
活提出了多元化需求。而实现以上诸多养老需求，需要政府、企业、社会的共同努力。
从目前情况看，政府公益性养老机构总量不足，社会性养老服务机构整体功能不全，继
续市场化的养老服务机构需要及时补充。从国际看，随着改革开放的纵深发展，我国与
世界一些国家的交流与合作越来越紧密，国际间的跨国流动人口快速增长。作为东方文
明的达标者，越来越多的外国人口既对悠久的中华文明产生浓厚的向往之情，也对中国
日益庞大的消费市场产生兴趣，必将大量参与中国经济、政治、文化、社会等各个领域
的建设。其中，大量的国外老龄人也将赴中国进行旅游观光、商务洽谈、贸易投资等活
动，还有部分外国人选择长期定居中国，度过晚年生活。

2.3 Market trends
随着老龄化的加剧和老年人生活观念、家庭结构及可支付能力的提升，未来我国老年人
对老年住宅的需求将会有较大幅度的增加。
由于我国居民财富分配的不均，老人可支配的财富也存在很大差别，这就决定了未来我
国老年住宅的多层次性，未来将会出现各种针对不同层次老人的精确定位的老年住宅。
一方面政府将增加对公益性和福利性养老机构的支持力度，建设更多的福利性机构；另
一方面，各种专门针对富裕老人的各种老年公寓、老年社区将大量涌现，随着配套服务
的不断完善，这些设施将为老人提供更加高品质的服务。但随着近年居民生活水平的提
高和居住观念的改变；核心家庭趋于普及，传统家庭逐渐减少。相关调查显示97.1%的
人身边存在与父母两地分居者。

一方面下一代与老一代分居现象不断增加，另一方面家庭结构演变又表现为老少两代在
居住上“分而不离，离而不远”的特点，因此老年人不堪忍受“空巢”的孤单寂寞之苦，从
过去不肯到养老院开始向往养老院，养老观念和居住观念正在发生根本性变化。
自我国七十年代中期实行计划生育控制以来，“三口之家”现已成为社会的主力家庭结
构。许多独生子女成家之后，所面临的是每对中青年夫妇在繁忙的工作压力和残酷的生
存发展竞争条件下要照料四个老人和一个孩子，时间和精力严重不足，再加之老年人多
愁善感及实际上的“代沟”，由此引起了一系列没完没了的家庭烦恼及社会问题，老年公
寓呼声高涨，呼之欲出

3.SWOT analysis

3.1 Competitor analysis
Using LuSan health care center as example:

Most of the health care center in China are public ownership
They focus more on short-term health care,especially postoperation care.
The target population is government and military officer
They have hurge capital and rich oprate experience
Public ownership have not enough flexibility
The infrastructure is not as good as it used to be
Can not satisfy the needs of public

3.2 Value proposition
"Build Peaceful Life"
-----we’re all aging, but that should never keep us from living. let every resident feel comfortable both inside and outside let every resident enjoy their interests let all the people in center find hamony life

3.3 Key success factors & critial issues
1.Uncompromising service to our residents – All residents must have a sense that the management and staff care about them as an individual.
2.Capital partners who can provide the needed capital.
3.Regulatory research and analysis assure that fit with state and local statutes. 4.Marketing and lease-up activities that are continual
5.Qualified and trained employees must be retained.

4.Marketing stragey
4.1 Market objectives
Using the media to promote the awareness of Odin health care in 3 years
Getting profit in 3 years

Improving the market share to 30% in local market within 3 years
Explore new market in 5 years,and try to build a chain health care center in the future. 4.2 Target markets ( detailed )
Age :
低龄老年人市场：低龄老年人占老年人总数的一半以上，而郑州市养老机构低龄 老年人
目前入住率不到20％，可见，低龄老年人由于身体较为健康，短期内对养老机构的显性
需求还不明显，有效需求不旺盛，但是，全国60-69岁城市老年人选择愿意住养老机构
的比例达到21.6%，说明低龄老年人市场需求潜力较大，可以作为养老机构的短期客户
或附属服务项目的营销对象。
中龄老年人市场：中龄老年人占老年人数的近四成，在郑州市养老机构中入住率约
40％，说明这部分老年人已逐步成为养老机构消费者的主流。这部分老年人数量多，需
求较为强烈，是各类养老机构的重点客户。
高龄老年人市场：高龄老年人虽然只占老年人数的一成多，但在养老机构的入住者中高
龄老人超过40％，是养老机构现有消费者的主流。虽然高龄老人照料难度大，护理员素
质和机构医疗保障水平要求较高，但高龄老人比较高的需求率和较高的护理费收入都意
味着不能忽视这一细分市场。
Income :
1000元以下市场：该细分市场老年人可支配收入部分来源于养老金，部分来源于子女
供养，他们的养老金仅能保障平均数额甚至还有养老金拖欠，且子女可支配收入水平也
不太高，这些人绝大多数是效益不太好的企业工人或无职业者，对社会化消费的购买力
较差，他们中间只有年龄较高或身体状况较差者迫不得已才会选择养老机构，且对价格
非常敏感，多数选择收费低的养老机构。
1000-1800元市场：这个细分市场的老年人收入水平介于平均离退休金和平均可支配
收入之间，属于生活有保障但水平不高的消费者，这个市场老年人对养老机构的需求也
不强烈，选择者多数为因为身体原因客观需要者，并且关心价格，主要是中低档养老机
构的顾客群。
1800-2500元市场：这个细分市场的老年人收入高于平均可支配收入水平，低于在岗
人员工资，这些老年人多数为养老有保障的干部群体，部分人的子女工作比较稳定，收
入不低，可以为老年人增加部分供养费，对养老机构接受能力较强，也有能力支付较高
的收费，属于高档养老机构的目标群体范围。
2500元以上市场：这部分老年人是老年人中的小康群体，绝大多数是机关事业单位、
军队和大中型企业干部，不仅养老金有保障，收入较高，而且由于他们的地位和关系优
势，子女多数也有稳定的工作，能够提供部分供养费用，对养老机构不仅接受能力强，
而且对高档养老机构更为倾心
Health conditon :
自理老人市场：郑州市养老机构入住自理老人约为30%，较之前些年已略有增加。这个
细分市场占老年人中的近半，这部分老年人虽然由于观念因素、经济因素和不依赖他人
的客观条件，对养老机构需求不急迫，但随着养老机构服务内容、服务项目的丰富，也
会吸引一些在家中感觉较为孤独的自理老人特别是丧偶独居或夫妻俩居住的空巢老人，

且这个细分市场巨大的市场份额不容养老机构忽视。该细分市场注重精神文化生活、人
际交住及老有所学、老有所教、老有所为方面的服务提供，需要养老机构拓宽服务领
域，开发针对他们的服务项目，提高服务机构附加价值。
介助介护老人市场：在养老机构目前入住顾客中这个市场人数约为七成，是养老机构现
实顾客的主流。这些人需要借助他人帮助生活或完全依赖他人照料，身体、心理的依赖
性都较强，对养老机构接受程度较高，是养老机构的主要服务对象。该细分市场老年人
对养老机构的康复照料及卫生医疗护理水平非常看重，是选择不同养老机构的主要因
素，他们由于心理较为脆弱，也希望养老机构提供精神疏导、心理抚慰及适当的人际交
往服务。

4.3 positoning
For World Wide aging population, ODIN is a Senior living care facility that provides senior living solutions. Unlike traditional geraconmium, ODIN provides a combination of extraordinary experience, specialized care for different kinds of people, suitable prices, and comfortable lifestyles.
For our residents, we provide comfortable lifestyles and caring environments, with opportunities to improve wellness, fulfill lifelong wishes, and stay connected with friends and loved ones. And for those seeking help and information about senior living, we offer answers to their questions and solutions for meeting the unique and individual needs of each resident and their family.

4.4 growth strategy
We prepare 5 different strategies for different stages of the market. Organic expansion, Predatory M&A, Strategic M&A, Vertical integration and
Horizontal integration. For the market of Senior living care facility in China, we have a rapid growth time frome now to 2030. During 2030 to 2050, the market will turn to be oversupply. After that there are continuous periods like
Absorption, Equilibrium, Undersupply and growth.
2015 - 2030: a rapid growth time
During this time we have 2 things to do
a. make necessary adjustments for future
b. adopting new ones more in line with the market
This is about extending and defending our core business ( Independent living, Assisted living and Memory care), and building emerging business like Senior Housing care.
Our growth startegy is service-oriented, focus on service development.
2030 - 2050: market will be slowed and even oversupply.
Our growth strategy will be scale-oriented in this time, we will pay more attention to the expansion.
Organic growth in our existing operations. We plan to grow our existing operations by:

a. increasing revenues through a combination of occupancy growth and resident fee increases as a result of growing demand for senior living facilities. b. taking advantage of our sophisticated operating and marketing expertise to retain existing residents and attract new residents to our facilities. c. Growth through operating efficiencies. Our geographic footprint and centralized infrastructure provide us with a significant cost advantage over local and regional operators of senior living facilities, which enables us to achieve economies of scale with respect to the goods and services we purchase.
d. Growth through the acquisition and consolidation of asset portfolios and other senior living companies. We plan to selectively purchase existing operating companies and facilities where we can improve service delivery, occupancy rates and cash flow.
e. Expansion of existing facilities where economically advantageous.
Predatory M&A
More and more new facilities will come up, the supply will exceed the demand, although the aging population will reach peak.
Through this strategy we can buy a distressed property or an existing mortgage in default at a discount, and subsequently refinance with better terms to pay for and upgrade the facility with the goal of increasing low census.
This can help us to wring inefficiencies out of the market.
Horizontal Integration
The goal here is to increase top line revenue without significant capital investment or taking new business risk by integrating additional “for pay” services, converting established space to higher valueadded rehab wings when available, and/or leveraging assets/expertise. These strategies can help us creat more viable options
After 2050
a. The market will be absorption, demand will begin to digest the oversupply as a result of rising census and rebalancing will begin to occur. We can still use a complex strategy which includes Horizontal
Integration, Vertical Integration, Strategic M&A and Predatory M&A.
b. The next period of market is equilibrium in which demand has effectively absorbed existing supply. We will focus on Strategic M&A and Vertical Integration.
c. After equilibrium is undersupply, a general lack of suitable senior

private pay housing communities to keep up with new demand. Organic expansion, Strategic M&A and Vertical Integration can be used.
d. The last period is growth, entrepreneurs and capital markets respond to market need for more suitable facilities.

4.5 product development strategy
In the aging market, the life cycle of product is about 10 years or longer.
First, we need to turn all the product to be digitized. Families can see all the conditions ( like health data ) about their elderly people, and even book the program, see how we worked through the Internet.
During the 2015 - 2030, the Chinese aging market is still in the period of transition which is from the old pattern to the new pattern. As the same time we focus on developing the service we provide in our facility, we can still develop a new pattern of senior care which is called senior housing care.
These 2 different patterns can meet the different needs in the market of these years, expecially the three - in - one pattern we provide ( health - care, travel, therapy ). Otherwise, we need to do some necessary adjustment of our product for the future.
The 20 years after 2030, we can get a significant cost advantage through operating efficiencies which enables us to achieve economies of scale with respect to the goods and services we purchase. We can develop new products by merging facilities where economically advantageous. Our product development strategy are: 1. control and reducre the cost of our product. 2. develop product by merging other facilities. 3. Pay attention to the change of aging market, adjust the preparation we do before.

4.6 potential sales forecast
4.7 Market mix
Product：
There are lots of nursing homes in these market. no one knows which one can give them a reliable place. but our ODIN senior living care facilitiy can give elders a best place to stay when they want to get the best and comfortable feeling because of our speciality and pertinence. ODIN senior living care facilitiy can provide different product to different elders, such as we can provide memory care to disability but we also can provide independent living to the normal elders.
Place:
We can have agreement with 5A domestic scenery spot and insurance companies(we order lagre amout of their product and they help us ). We can also use internet and create a home page about our odin senior living care facilitiy.and patients can order unit in internet. and we should distiguish our

patients and try our best to increase occupancy rates.
Price:
We are focus on the medium-high market. because of the environment of odin senior living care facilitiy is better than others and we will provide high quality service. so the price will be high. but we want to use price to identify the target market. and let people think we are reliable.
Promotion:
ODIN senior living care facilitiy need to know how to create brand and increase the potential level of brand. we need to use suitable ways to propogate us and to expand market share. in this market, we can't use the only one channel to advertise us. we are not only need traditional ways, but also need omnidirectional ways such as internet and new media.
People :
We will insist people-oriented. the elders are the keys to our development, so we should treat them as the most important people means to respect them.we should provide the suitable service to the suitable elders, so we can cultivate loyal customers and they would provide the biggest consumption value to us.
Process:
We will do plan control, efficient control and strategy control. to let our ODIN senior living care facilitiy be suitable for this market for a long time. to find the customers' demand, we should be proactive to find the difference in this market. so we can have a good development in this market.
Physical environment:
Design a warm atomsphere to elders, use more warm color and let them feel at home. Our service would not be cold to elders. we will provide a clean air quality, our floor and other equipments will stay clean whole days.
For our residents, we provide comfortable lifestyles and caring environments, with opportunities to improve wellness, fulfill lifelong wishes, and stay connected with friends and loved ones.

5.Implementation Plan
5.1 Time - Line

5.2 contingency planning
Situation 1:
If we meet emergency situations just like (stroke, fire, and food poisoning, power collapses), what should we do?
Stroke; food poisoning:

1. We have prepared doctors in our units. They can do some first-aid measures. 2. We have full-days prepared ambulances. And they have experience to send them to the closest hospital as quickly as possible.
3. We have agreement with the closest hospital and they agree to provide green channel to our patients.
Fire:
1. We have powerful fire extinguisher system in our unit to help us to control the fire.(appendix 1)
2. To evacuate elders out of fired building as soon as possible.
3. Let our psychologists to console the scared elders.
Situation 2:
If some nature disasters (including mudslide, Devastating floods, volcanic explosion) hit us, what should we do?
We will create an evacuation passage and help them to save their life.
Situation 3:
If an elder die (not our responsibilities), we will meet civil dispute. What should we do?
We have agreement with law firm (like the law professors we hire ) and let them help us to solve this dispute.

6.References
1.https://www.brookdale.com/about/who-is-brookdale/
2.http://shfl.mca.gov.cn/article/llyj/shhyj/200812/20081200025515.shtml?7
3.http://www.mckinsey.com/insights/strategy/enduring_ideas_the_three_horiz
ons_of_growth
4.《中华人民共和国环境保护法》；
5.国务院（98）第253号《建设项目环境保护管理条例》；
6.国家计委、国务院环委【87】国环字002文《建设项目环境保护设计规定》；
7.国务院环境保护委员会、国家计划委员会、国家经济委员会（86）国环字第003号文
《关于颁发“建设项目环境保护管理办法”的通知》；
8.浙江省环境保护厅《浙江省环境保护条例》（征求意见稿）。
9.民用建筑节能设计标准（采暖居住建筑部分）》；
10.《住宅建筑围护结构节能应用技术规程》；
11.《民用建筑热工设计规范》；
12.《中华人民共和国民用建筑节能设计实施细则（采暖居住建筑部分）》；
13.《公共建筑节能设计标准》
14.《建筑灭火器配置设计规范》GB50140-2007；
15.《自动喷水灭火系统设计规范》GB50084-2001；
16.《建筑设计防火规范》GB50016-2008。

17. http://blog.ecornell.com/how-to-write-market-positioning-statements/
18.《中华人民共和国招标投标法》
19.《中华人民共和国建筑法》；
20.国家发展计划委员会第3号《工程建设项目招标范围和规模标准规定》
21.国家发展计划委员会第5号《工程建设项目自行招投试行办法》
22.云计重点（2001）968号

7.Appendix
1.消防
2.节能
3.环境保护
4.劳动安全
5.人员组织架构
6.项目招投标管理