In March 2018, Chick-fil-A opened its largest restaurant in its history on Fulton Street in Lower Manhattan. Chick-fil-A fans showed up in droves with a line stretching down a full city block. This wasn’t an isolated incident. All over the country, at various times throughout the year, campers huddle in tents overnight to be one of the first customers at one of a multitude of Chick-fil-A’s Grand Openings, with the first 100 customers receiving free Chick-fil-A for a year. As the New York Post said, “Chick-fil-A is on fire. The fastest growing chicken-sandwich franchise is poised to become the third-largest fast-food chain in the country in 2019, replacing Subway, according to Kalinowski Equity Research.” With all of the fast-food choices in the world, Chick-fil-A has created a brand that people not only recognize but connect with on an emotional level. So, what is it that differentiates Chick-fil-A from all other fast-food restaurants and what can this restaurant chain teach us about branding in the cremation industry? When analyzing the funeral industry, and particularly the cremation space, what business similarities do most cremation providers have? They all offer caskets, urns, flowers, GPLs, and standardized practices. Unfortunately, there are far too few differentiating characteristics within cremation service providers. The challenge of all businesses, but especially in businesses that have common product and service offerings, is how to distinguish themselves from the competition. When considering the success of Chick-fil-A, it is important to ask what it is that differentiates its brand amongst their competitors. Here’s a test: see how quickly you can answer these questions:
As a consumer, you should have quickly been able to identify the red logo with a chicken hidden in the letter “C.” In addition, the cow has been campaigning for you to “Eat Mor Chikin” since 1995. And last, “It’s my pleasure” is the simple line that uniquely positions Chick-fil-A in its delivery of exceptional service. All three of these differentiating factors help establish the company’s brand and identity. The company has clearly defined a distinct image, message, and brand. With this example in mind, what are some ways a cremation service provider can distinguish itself in the cremation space and begin creating a unique brand image? Ultimately, it comes down to superior branding, in addition to the unwavering quality of service. Following are strategies you can incorporate to create a thriving brand with a distinct identity in a competitive market. ESTABLISH A BRAND AMBASSADOR THAT PUTS SERVICE ABOVE ALL ELSEMore than just the Chick-fil-A cow mascot, it is the people that truly make your experience at Chick-fil-A a memorable one. They play a vital role in differentiating Chick-fil-A by going the extra mile to clean up your table when you are done eating, taking your order before you even reach the drive-through menu, or simply handing you a card for a free sandwich when they make a mistake. Creating brand ambassadors by providing exceptional customer service is what differentiates Chick-fil-A from all other fast-food restaurants. Who differentiates you or your firm in the market place? Speaking with hundreds of firms around the country, most of them feel they do a “good job” at getting out into the community and representing their firm. However, we live in an at-need world, and, when the phone rings or when we are on coroner rotation, we have to go and serve. Many times, the constant pressures of the at-need business pull us away from opportunities to further the brand. This is known as working in the business and not on the business. To combat this, you must dedicate time to get out into the community and represent your brand. In some firms, the owner takes on this responsibility. In others, it may be shared by a couple of individuals. Whomever you choose as your brand ambassador, it is important that someone is visiting the hospice centers and the nursing facilities, attending community functions, etc.—someone who will become the face and voice of the firm. This means not only being a recognizable face in these places, but being the face of a firm that cares, provides exceptional service, and sacrificially gives back to the community. Over time, your firm will become known as part of the fabric of the community. You will see your brand grow because people will know they can trust you and the brand you represent. The following story within the cremation space demonstrates the absolute necessity of having a brand ambassador. A little over ten years ago, a recent college graduate had an idea for entering the cremation market in the Pacific Northwest. He found a location to start his business and began to hustle. He attended every chamber of commerce function he could. He met all the hospice organizations, and he got to know the officers and deputies of the local police department and sheriff ’s office. Everywhere he went, he carried a few packages of peanut M&Ms in his pockets. As he would visit with people, he would give them a package of M&Ms. He became known as “The Candy Man.” Because he dedicated the time and hard work to develop the relationships, this young entrepreneur grew his brand from serving zero families to over 1,800 families per year, and the brand is still growing. Be proud of who you are, and get out to tell your story. Be a dedicated brand ambassador who cares for people and offers them a unique experience that puts service and care for others above all else. CREATE A BRAND PROMISE THAT DIFFERENTIATES YOUR FIRMWhat kind of promise do you think Chick-fil-A offers? As a customer, it is fairly easy to define. They promise to deliver higher quality fast food with exceptional customer service. The consumer understands they are not getting the cheapest fast food, but they are receiving a great value for their money. How do you define your firm? What drives your business and the services you provide? What makes you unique and separates you from other firms? If you have not asked these questions about your business, you will not be able to differentiate your brand from the many other cremation options in the market. An effective brand promise goes beyond the rational benefits of a product or service and strives to capture the emotional rewards that your firm can uniquely deliver. It is not a slogan or a headline, but a way of describing the commitment you are making to your customer base as to the type of experience they are going to have with your brand. In addition, a brand promise gives you a tremendous opportunity to create differentiation and excitement around your services and offerings. The challenge with creating a brand promise is keeping it. You can print all the grandiose words you want about your brand; however, those words are empty if not delivered upon. A firm that continues to disappoint on its brand promise will begin to develop a much different brand reputation—one that will be difficult to recover from. Kept promises will define your brand. Here are three “must-dos” for your brand promise:
EMBRACE AND IMPLEMENT DIGITAL MARKETINGOur world is busy. Coupled with this, the transient nature of families makes it more and more difficult to maintain significant, long-term brand communication with our customer base. Consumers today are arriving at firms with information they feel makes them well informed on funeral-related issues. Unless you are at the top of the search engine listing and have the highest reviews, the likelihood of you receiving the call from a son who lives five states away for his mother who just passed away in the care facility a few blocks away is nearly impossible. Digital marketing is equally—if not more—important than all other marketing, advertising, and outreach activities. Digital marketing helps capture the calls that will never come through the telephone. The firms who understand and adapt quickly will flourish in the future economy. Death care is not immune to the shift in how consumers select and make purchases, so it is imperative to seek out industry experts to help drive your digital marketing strategy. There is probably nothing simpler than a Chick-fil-A chicken sandwich, waffle fries, and fresh-squeezed lemonade, but the company has earned the loyalty and trust of millions of customers across the country. The way Chick-fil-A gained our business in the beginning required countless attempts through advertising, tireless delivery on a promise of quality, and consistency. The concepts of developing a brand are simple but not always easy to execute. By developing a brand ambassador, your firm will become the go-to firm for cremation needs. Creating a brand promise that differentiates your firm will establish you as a business that truly cares for families. Aligning your brand pricing with your promise will create value in your offerings, and families will come back again and again. Finally, by implementing a digital marketing strategy, you will reach more families in your market that you knew existed. These are simple strategies, but they are not easy. If you implement them, you will differentiate your firm and will help it thrive in the industry, and over time you will be a leading cremation service provider no longer hungry for growth but leading the way in serving families. This post is excerpted from The Cremationist, Vol 55, Issue 3: Hungry for Growth: What a Chicken Sandwich Can Teach Us About Creating a Thriving Cremation Brand” by Jason Widing. Members can read this article and much more in The Cremationist archive. Not a member? Consider joining your business to access this and all archives of The Cremationist plus the many resources referenced here to help you find solutions for all aspects of your business – only $495.
CANA was proud to welcome the Millennial Directors, Zach Carnley and Matthew Morian, to the CANA stage at the 2019 Cremation Symposium. With Glenda Stansbury representing the Baby Boomers, this panel talked about our changing workforce and generations working together. They discussed navigating culture clashes, learning new ways of communicating (both language and mode), and the kinds of experiences one should have to earn their spot on the team. After leaving Las Vegas, the Millennial Directors weren’t done. In the past few years, they’ve spoken about their experience on many associations’ stages. We asked them to write a definitive millennials-in-the-workplace post, putting the topic to bed. After all, they're here, they're in their thirties, —and what are employers’ other options, really? As we examine the millennial experience in the workplace—their search for a suitable work environment and their growth and leadership goals—we hope this post can both inform older generations of readers, and also encourage the younger generations to keep working to find their place in funeral service. I have been fortunate enough in my career as a funeral professional to be involved in many different wonderful organizations. Credit goes to each of my employers who gave me the opportunity to have a voice and to speak on a topic that is near and dear to my heart. We all know that millennials are the bulk of our profession and steadily becoming the bulk of the families we serve. With that said, I have spoken in front of a few organizations on the best way to work together and blend generations to make the business more productive. During many of these presentations, I have asked for audience participation—and participate they did! the perceptionMost everyone—millennials included—has quite a few thoughts on how they should work and the tasks they are given. I have heard everything from, “Millennials are extremely lazy, spending all day on their phone,” to “They are the most goal-oriented, outside-of-the-box thinking and solution-solving generation out there.” Most people I talked to would rather have a dedicated, creative millennial than a traditionalist because, for the most part, they are thinking of ways to better themselves and your business. True, some are there to put in only the bare minimum of what is requested, but you will find that all across the board. In my presentations, I focus on the expectations millennials have of their employers: a fair schedule, decent pay, typical perks such as insurance and retirement, and room to introduce new ideas. I also speak on how we must focus our efforts as leaders to hone in on what they bring to the table and simply not make them “pay their dues.” the solutionAs I said, I have been given almost carte blanche with most of my employers to focus on finding ways to better serve families. That is the attitude leaders need to have towards their millennial employees. Obviously, it’s the leader’s job to make sure these ideas are carried out efficiently with respect to the business. I have always considered it a blessing to get to travel around and be involved in numerous organizations and to socialize and learn from people who have been out there doing it. I hope to keep this up, because I always want to be up to speed on the latest our profession has to offer, both for the business I serve and, of course, the families I serve. I wish many more employers would jump on board with this thought process. You must give your employees the opportunity to spread their wings and attend conventions, conferences, and educational seminars. They will learn so much more from other funeral professionals, things that they can bring back and put directly into action. The reality of it is there are so many scholarships out there that most people can attend these events at little cost. It’s is our job as leaders to send our people to these events and help them grow as professionals, which in turn will help you to grow your business. - ZACH CARNLEY company cultureIf you are wondering how to attract millennials to your business, then you have to ask yourself, “What do they really want?” I believe what millennials yearn for most in our profession is a healthy work environment. They desire a workplace that has strong leadership, a flexible schedule, and a solid company culture. MISSION-DRIVEN Company culture should be a top priority for any funeral home. Whether you are a family owned firm or part of a large corporation, it is important for your coworkers to know why you do what you do. A company’s culture is often made up of three key components: their values, their mission, and their vision. A company’s vision is essentially their long term goal as a business. It will not typically change overtime as it should be something you continuously strive to achieve. Your mission is what you do every day to help attain your company vision. It is what defines your enterprise to the world. Your values are then an outline of the intended character of your coworkers. If an employee lives by the values you set forth then they are carrying out your mission and will ultimately fulfill your vision. A funeral home with a solid company culture is one with a future in which millennials can see themselves being an integral part of. FLEXIBLE Having a flexible schedule is another trait of a healthy work environment. A flexible schedule in our industry is a difficult task to tackle. To attempt to detail it would require an additional blog post. Simply stated: a flexible schedule allows for a work-life balance that decreases the likelihood of employee burnout over time. For millennials, it may mean the ability to go their child’s tee-ball game or to go to a concert during their normal shift. Without tipping the scales too far for any one person, a leader should do their best to accommodate their colleagues instead of making it more difficult for them to find that balance. The results will be better morale and a willingness to go the extra mile for the company because the company went the extra mile for them. STRONG LEADERS In order to maintain a flexible schedule and support a company culture, you have to have strong leaders. Leaders do not have to be managers or supervisors. Those titles can be bestowed and stripped away without any discernible change occurring. A leader is one who cares for and supports those around them. They help others succeed and become the best they can be for the sake of the company, not for themselves. Luckily, leadership can be learned! It is a skill that can be honed with practice. If you have the heart to serve (you’d hope so, working at a funeral home) then you have what it takes to lead. Set a good example with your actions. Set an even better example through your interactions with your coworkers. Stay positive and motivate others to do the same and you’ll see a healthy work environment begin to flourish. With that, you’ll have an inbox full of resumes from millennials in no time. - MATTHEW MORIAN You can listen to the full panel in "Professor B and the Y-Men: Mentoring the Next Generation of Heroes" with Glenda Stansbury & Zach Carnley, and Matt Morian from CANA's 2019 Cremation Symposium, and our other presenters, for just $100. Visit goCANA.org/CANAheroes to learn more.
At the end of February, CANA hosted our annual Cremation Symposium in Las Vegas. That’s right, we encouraged people to travel to meet up with more than one hundred people and network in a popular tourist destination — it was a different time. Unsurprisingly, the topic of discussion on the floor was the coronavirus pandemic, or the spread of COVID-19. Fortunately, the US Center for Disease Control (CDC) has released guidelines with information on handling infected, or potentially infected, cases at your funeral home, crematory, prep room, etc. These preventative measures align with current best practices in the prep room or crematory (i.e. wear universal PPE, limit exposure to the disease, and clean all surfaces carefully) that protect you from everything from the common cold to tuberculosis. Current estimates suggest that more than 500,000 people will die from COVID-19 in the US by the end of February, an average of more than 10% more deaths than previous years (CANA released a special report on states' deaths and cremation rates). But your cases are not the only potential source of infection in your businesses. Of those that contract COVID-19, 80% are estimated to be mild which means they are more likely to transmit the disease. Experts are warning that rest of 2020 will be difficult depending on our response, and likely to continue until there is a readily available and adopted vaccine. With state and local governments setting the current restrictions and guidance, current and accurate information is important to track. Consider designating one staff member in your office as point person to monitor reports and updates from the CDC and your local jurisdictions, at least daily, to make sure your business is operating with the best information. As this post is updated, newest content will appear in gold to highlight latest information. So what do you need to know to prepare your business when an outbreak hits? make a business planSince "workers performing mortuary services, including funeral homes, crematoriums, and cemetery workers" have been officially listed as Essential Critical Infrastructure Workers, it is even more important to make sure your business is prepared for this challenge. Inform, educate, and train your staff of the CDC recommendations. Now that this post is getting so long, we've added a Table of Contents linking to information below: As a reminder, if there are federal and local orders/laws in conflict, follow the most restrictive to ensure that you comply with both, and ask for additional guidance and support as needed. Some resources to consider are: your state governor, local mayor, local health agency, as well as the Disaster Mortuary Operational Response Teams (D-MORT), Emergency Management Agencies (EMA) or Community Emergency Response Team (CERT) plus the Council of State and Territorial Epidemiologists (CSTE) and the National Association of County and City Health Officials (NACCHO). Be sure to check with health and government authorities any time you have questions to ensure safety and compliance for you, your staff, and your business. If you are designated an essential worker in an area under an enforced lockdown, consider carrying staff identification, state professional license, or some other information that demonstrates your status for ease of movement. CARING FOR THE DECEASED For any staff who handle the dead, the National Association of Funeral Directors (NFDA) and the Funeral Service Association of Canada (FSAC/ASFC) have useful resources for embalming, prep room, and removal staff in accordance with CDC guidelines (including specific guidelines for funeral homes) and OSHA guidance which clearly state recommendations for Personal Protective Equipment (PPE), transporting the deceased, and cleaning surfaces. Many authorities believe that cases and deaths are under-reported, so anyone coming in contact with the deceased should operate assuming that the case is positive. A new study finds that the novel coronavirus remains viable long after the death of the host, continuing to replicate for more than 35 hours afterward. Thus "we recommend all work on corpses be conducted according to guidelines recently published by the World Health Organization, especially in the framework of widespread death in pandemics." In the case of embalming, funeral homes are encouraged to follow families wishes assuming that the firm and embalmer have access to PPE and the time to embalm safely. Remember, as important as it is to wear PPE when handling the deceased, it is also important to follow the recommended sequence for putting on and removing the equipment. Cremation is a sure way to destroy any contagion on a deceased body, which is why it's preferred for Creutzfeldt-Jakob Disease and Ebola, but the WHO has stated that "people who have died from COVID-19 can be buried or cremated. Confirm national and local requirements that may dictate the handling and disposition of the remains." The CDC has not released definitive information on how long the coronavirus lives in a deceased body, but they do say that "there is currently no known risk associated with being in the same room at a funeral or visitation service with the body of someone who died of COVID-19." As always, families should do what's right for them, which can include caring for the deceased themselves. They can have funerals and burials as long as they follow their state and local mandates regarding the number of people and social distancing guidelines. OPERATING THE CREMATORY Most guidelines that have been released do not specifically mention the crematory or operator. The following assumes that the crematory operator does not come into direct contact with the deceased, rather handles the container. If the operator in your business handles the deceased, see above. CANA recommends the following:
Generally, viruses are killed above 200 degrees Fahrenheit, so the cremation process kills the coronavirus in fewer than three minutes. There is no concern about virus exiting the building via emissions through the stack or remaining in cremated remains, however the operator should wear PPE to ensure transmission from operator to urn does not occur. When releasing cremated remains to the family, limit the size of groups to ten or fewer, but also consider bringing the urn and paperwork to the client waiting in the car. Try to minimize physical paperwork with electronic documents and signatures, or providing gloves, to cut back on touching paper. Similarly, keeping clearly marked sanitized and used pens to take and return for cleaning will cut back on multiple use. In this pandemic situation, some crematories are concerned about regulations which limit the cremations a business can perform. CANA is supporting state associations who are working with these regulators to address these permits in the hardest hit areas. BUSINESS SUPPORT With the Families First Coronavirus Response Act (FFCRA), passed March 18 and effective April 1 through December 31, 2020, businesses have new requirements for managing staff. All employers with 500 or fewer employees must provide paid Family Medical Leave Act (FMLA) leave and paid sick leave – this is new for those who manage companies with fewer than 50 employees who were previously exempt from such requirements. The Department of Labor, Wage and Hour Division has required posters and useful information to communicate with your staff. Once the FFCRA-mandated leave expires on December 31, 2020, employers with 500 or less employees are no longer compelled to provide emergency paid sick leave (EPSL) or expanded FMLA (EFMLA) to eligible employees. Instead, a covered employer may voluntarily continue to provide EPSL or EFMLA leave and receive the tax credit. The tax credit availability for those employers that choose to continue to provide FFCRA leaves is now set to expire on March 31, 2021. As an employer who was previously exempt, this could be overwhelming, so it’s important to open lines of communication with your staff and establish a clear chain of command to address rapidly developing information. Don’t assume that all staff will immediately take advantage of these benefits and leave the business in a time of crises. Provide guidance and support in addition to addressing their concerns about what to do if they or a family member get sick. Don’t be afraid of questions or to admit that you don’t know. Importantly, communicate often to make sure staff are okay and keep lines of communication open. The Coronavirus Aid, Relief, and Economic Security (CARES) Act, passed March 27 and retroactively effective to February 15, 2020, offers financial assistance to small businesses and large corporations alike. The US Senate Committee on Small Business & Entrepreneurship has provided the Small Business Owner’s Guide to the CARES Act resource. If your business is having financial difficulty, you can apply for relief through the Payment Protection Program (PPP) with the US Small Business Administration (SBA) and your current bank. Alternately, you can seek support from the Employee Retention Credit (ERC), however a business cannot receive both the PPP and the ERC. To better understand how both resources effect your business, CANA recommends contacting services who manage and administer your payroll, business insurance, health insurance, preneed providers, and bank. These are groups carefully monitoring how these regulations and opportunities impact your work in your area, and know your business best. For those in need of extra staff support, state associations in hard-hit areas and the NFDA have organized volunteer programs to help. Reach out to these associations with your need or availability. SERVING THE LIVING But don’t forget that the living are actually your primary audience, and the ones your staff come into contact with every day. The CDC has special recommendations for the workplace in “Guidance for Businesses and Workplaces to Plan, Prepare, and Respond.” Many of the roles at a funeral home, like funeral directors, embalmers, crematory operators, don’t do the kind of jobs that let you work from home. We cannot access the prep room from our living room, or arrange with families from our beds. So encouraging proactive measures to keep employees well, then being flexible when people are ill, is key to keeping your staff and the community safe in any outbreak. By now, everyone knows the top four guidelines on personal safety:
When making arrangements or directing a funeral, these measures are important. The CDC provides guidance on the risk of different types of funeral services to help families make the right decision for themselves. Included in the list of protective steps, the CDC now recommends, and many states mandate, "covering your mouth and nose with a cloth face cover when around others." With the spread of new, aggressive variants, the CDC also recommends some masks be doubled for extra protection. As of January 20, 2021, masking, social distancing, and other precautions are required on federal land including Veterans Cemeteries. Of course, the most vulnerable populations are typically older generations and those with pre-existing conditions (including smokers). If a staff member is concerned that they have been exposed, the CDC has issued guidelines for Safety Practices for Critical Workers which include frequent temperature readings, mask wearing, and frequent disinfecting of work spaces. The CDC and Environmental Protection Agency (EPA) have released joint guidance on appropriate disinfectants and cleaners. Shared work spaces include break rooms, vehicles, and any shared equipment. The CDC has developed a toolkit with language and posters you can use to communicate with your staff. And don't forget your four-legged co-workers. Some animals have tested positive for the coronavirus, though it's unclear whether the virus can spread from pets to humans. To protect your pets, service animals, and your community, the CDC recommends limiting their interactions as well. COVID-19 FUNERAL ASSISTANCE Starting Monday, April 12, 2021, the Federal Emergency Management Agency (FEMA) will accept applications for financial assistance to families who have lost loved ones to COVID-19 since January 20, 2020. Families must meet the eligibility requirements and must have appropriate documentation to make a claim. Some of this documentation comes from the funeral home, crematory, cemetery, or supplier that served them, so be prepared for requests for duplicate invoices, death certificates, and other support from your families. This program is a fantastic resource to US citizens and other qualified residents who were faced with the unexpected expense of the death of a loved one. You may choose to be proactive and reach out to the families you have served since January 20, 2020 to offer help in determining eligibility or offer receipts and paperwork. The FEMA COVID-19 Funeral Assistance webpage provides detailed instructions, FAQ, and requirements to help in addition to guidance on spotting fraudulent scams claiming to offer assistance. For those families who delayed services or interments, it is advisable they make those plans and purchases prior to submitting their application, since they are eligible for one reimbursement only. This is the largest scale death benefit program FEMA has administered so patience and persistence will be helpful. FEMA will release more information in the coming days and weeks and CANA will report to you as the details become available. MANAGING STAFF In the event that someone does get sick, encourage them to stay home. This is a difficult argument to make with the existing workforce shortage on top of a potentially growing caseload, because these jobs rely on you being in person to serve your families. But with the COVID-19 pandemics, you cannot serve your community while being sick yourself. Sick employees need to stay home to recuperate and be well, but also to prevent the spread of disease in the community. As the disease continues to spread, you may encounter employee shortages from illness, school closures, and caring for loved ones. Your business must have a plan for what you will do if you have too few staff. Death Care Services are deemed as a low risk sector, and typically exempt from reporting to OSHA, the Bureau of Labor Statistics (BLS), or state agency incidents of illness, however CANA Member Regulatory Support Services recommends making a record of all work-related illnesses and injuries and placing that record in the affected employee’s file. For confirmed cases of COVID-19 or an employee that shows symptoms of COVID-19, this would include the employer’s directive to an ill employee that he or she does not return to work until cleared to do so by health care professional. The challenge with COVID-19, or any infectious disease for that matter, is knowing with absolute certainty that an illness is a result of exposure in the workplace. Especially with the high communicability of the coronavirus, sources of exposure outside the workplace must be considered when assessing whether to report any fatality or hospitalization of an employee as a result of contracting COVID-19. However, some states are presuming that any essential worker who contracts the disease to have become infected at work thus making them eligible for worker compensation. Check your state's department of labor for any specific requirements. The federal, state, and local health authorities have recommendations on reducing spread in the workplace including isolation and quarantine periods. In some cases, this could mean a note from a doctor about when it's safe for an infected employee to return to work. Plus, recommendations vary between health agencies with frequent changes. Stay informed on these protocols and update policies. Then, once expectations are set, you need to follow them while maintaining privacy. Remember that it can be obvious who is sick when they need shifts covered, but you can never explicitly confirm a diagnosis of an employee. If you have concerns that staff may take advantage of policies, reach out to a labor attorney to discuss options and risks. Staff morale suffers when colleagues become ill or need to quarantine: fear for their colleague's and their own health, resentment of working to cover extra shifts, stress and exhaustion from a long pandemic, and more. Team-building is never more important than in a crisis. Like the military, we're not protecting ourselves for us, but also for the person working beside you, and the people at home. Whatever you can do to build team cohesion will benefit everyone in the short- and long-term. A Note about Vaccines: The federal government can mandate vaccination, but is unlikely to do so. Individual states/provinces are allowed to mandate vaccination, especially for specific licenses, but this will be determined on their own timelines and dependent on availability of the vaccine. It's currently unknown if employers can require staff be vaccinated, but it's unlikely, particularly since the experimental COVID-19 vaccines are initially approved for emergency, not widespread, use. If you are considering requiring staff get the vaccine, contact a labor attorney to discuss feasibility and risk-benefit analysis. VACCINE AVAILABILITY At the end of 2020, vaccines to protect people against the novel coronavirus began to receive authorizations by governments around the world. The rollout and availability of the vaccines has left many confused on who is eligible, how to get vaccinated, and where to get the shot. Your state and local associations are great resources for information on when funeral home, cemetery, and crematory employees (licensees and also those who coordinate the proper recovery, handling, identification, transportation, tracking, storage, and disposal of human remains) are eligible to get vaccinated. In many cases, vaccinations are distributed by county governments under direction from state governments. The federal government has designated all mortuary staff as essential workers as part of the critical infrastructure of public health. For US practitioners, one CANA member shared this list of Statewide Vaccination Plans with details on vaccination phases and registration enrollment websites for each state. This list provides links to state's government websites to see the latest information. Your state and local associations are additional great resources since they have connections to state and local governments to learn the latest information and advocate on your behalf. Unfortunately, CANA Members report that staff have been turned away from vaccination centers, despite being eligible. In some cases, one facility will refuse but another will administer the shot. In one area, we learned that mortuary workers are eligible, but were instructed to register as another licensee since "funeral director" was left off the list. In addition to registering for the vaccination, bringing your government-issued identification and health insurance card, CANA also recommends bringing proof of employment at a death care facility. Let us know about your perspective on the vaccination process and experience in our pulse poll. If you and your colleagues have questions about the vaccines themselves, you can read more about the program, the testing, and possible side effects on the CDC's website. CANA Members who have received the vaccine, report typical vaccination side effects like soreness in the arm and fatigue. Remember: when you and your team have all been vaccinated, PPE is still an important part of keeping your loved ones and your entire community safe. Current vaccines require two doses given several weeks apart to reach full protection, and neither dose is immediately effective but require time to build up in your system. After which, the CDC has stated that the long-term efficacy of the vaccine is still unknown and that the vaccinated or "naturally immune" from previous infections may still carry live virus. Not to mention that standard PPE will always be recommended for backroom positions handling the dead. Please continue to wear PPE. DIRECTING THE FUNERAL And don’t forget that you also host community events and services with their own considerations. The CDC has special, updated guidelines for “Mass Gatherings or Large Community Events” to help you plan and host safe services. Primarily, they recommend having posters and signs in addition to supplies on hand to keep everyone healthy, namely hand sanitizer, soap, tissues, and face coverings. Keep surfaces like door handles and light switches clean, and remember to talk to your community volunteers about being safe, too. The CDC even has a toolkit with posters and language you can use to communicate safe practices to your attendees. Enforcing best practices can be challenging with frequently changing information and fear of the unknown. Set a policy to protect your staff and visitors that includes your federal, state/provincial, and local requirements for safety of gatherings. Then, since there is nothing worse than having something in writing that sounds great but is not followed in practice, you must implement the plan, communicate it, train staff on it, and enforce it. Once you've set a standard, you don’t want to have to play funeral cop — but you also don’t want to let expectations slip. But scenarios are never simple—you can be reasonable and sensitive to the situation. Visitors are not employees, so you don’t have the same ability to enforce rules, but posting signs and agreements prove to the government agency(ies) that you are encouraging compliance, along with your documented protocols for family interactions. Consider investing in conflict resolution and de-escalation training for staff to make these conversations easier. Depending on your location, you have state and local restrictions, and your business can be held legally responsible for violations, not the individual or family who is violating the order. But more than legal repercussions, ask yourself: Do I want to be in the news for hosting a superspreader event? Given how readily this virus spreads, it can happen too easily and then you're facing two crises—the increased calls from the pandemic and a public relations battle. Consider your community's trust and develop policies to comply. With increasing emphasis on mitigating the spread of COVID-19, in areas with active outbreaks, the CDC recommends community-based interventions including "event cancellations, social distancing, and creating employee plans to work remotely," careful planning and communications with your families is important. Social distancing, in particular, runs counter to the spirit of the funeral by discouraging gatherings of more than 10 people, encouraging vulnerable populations to stay away, and avoiding direct contact with others. Fortunately, you are professionals trained in talking to families with compassion and understanding. For ideas on making your communications meaningful, watch a free, on-demand webinar from Lacy Robinson with " Practical Ways to Serve Families During COVID-19." Now that federal guidelines from the White House have sunset, state governors' and state and local health authorities are determining how businesses and communities can operate — you can find this list of resources above. In some areas, any visitation or service has been prohibited. White House guidelines to reopen businesses and services is recommended in multiple phases to keep employees healthy, prevent spread, and moderate hospital cases and is helping states set their own reopening procedures. These recommendations will require your business to develop plans and policies to accommodate your families' preference for service while maintaining the health of your community. Guidance from the CDC for consumers is written to help you educate your families on ways to hold services safely and the importance of taking social distance guidelines safely. Ceremony expert Glenda Stansbury provided a free resource to help you and your families find creative solutions, such as livestreamed services, to protect your business and the communities you serve. Grief expert Dr. Alan Wolfelt shared his suggestions on holding some form of ceremony at the Center for Loss blog. Develop a plan with recommendations from the CDC including how to communicate with relevant parties. Mostly, be in touch with state and community partners to help respond to changing needs of your community. Working together facilitates communications, response planning, and organizing when the need arises. The Council of State and Territorial Epidemiologists (CSTE) has a list of who to contact at the state-level and the National Association of County and City Health Officials (NACCHO) is a good resource for local-level needs. These are great new additions to your connections with first responders, hospices, and other community leaders. KEEP SUPPLIES STOCKED PPE and other safety materials have been difficult to source, so it’s a good idea to take stock of the goods you use frequently and make sure you have supplies. For those that are concerned about PPE supplies, the CDC has recommendations for Optimizing the Supply of PPE and and OSHA has issued interim guidance which brings their enforcement more in line with CDC recommendations. The CDC has also provided a PPE Burn Rate Calculator to help facilities to plan and optimize the use of PPE. Also, reach out to suppliers, even those outside of mortuary supply, if your need is severe. As a final resort, reach out to your local health authority, coroner, or medical examiner to explain your need and ask for recommendations. One CANA Member suggested ordering smaller quantities to prevent large orders being flagged and redirected. CANA Member Bass-Mollett shared their hard work finding the answer on how to request N95 masks as it was explained to John Flowers, CEO of Bass-Mollett:
The National Institute for Occupational Safety and Health (NIOSH) has issued recommended Guidance for Extended Use and Limited Reuse of N95 Filtering Facepiece Respirators which suggests that equipment be alternated and discarded when damaged or dirtied. Some recommendations suggest to avoid wearing cosmetics, which could dirty the mask and reduce its effectiveness faster. Review the OSHA Standards on N95 respirators to ensure safety for staff and compliance for the business. Complaints about lax compliance have risen against health care facilities recently with fines in the millions of dollars, so review your policies and make sure staff are following them before a complaint can be made against your business. keep calm and wash your handsSituations like this, in times of increased caseloads and illness, require flexibility, patience and planning which is why you need to have these discussions and plans now. Like the radiation case study in 2019, we want to help you plan, be safe, and prevent panic and misinformation. As information continues to change rapidly, the best resource for the most current information on your business operations is your local government and health authority. Predictions say that "prolonged or intermittent social distancing may be necessary into 2022." Preparing now for the virus's resurgence in the Fall and Winter means you can protect yourself and your business with proactive plans and preventative measures. Situations like this also require extra care for yourself and your colleagues. "Stress prevention and management is critical for responders to stay well and to continue to help in the situation." Use the support resources from the CDC available by both call and text, and work together to stay healthy. Jason Troyer, PhD., specializes in helping death care professionals serve their families better. He wrote a post for us about taking care of yourself in these ever-changing times. Additional resources unique to death care are available in his Finding Resilience program. Thank you for the work you do. resourcesFor the next few months, CANA Members are invited to join us for monthly Open Forums to discuss how they're handling their response to COVID-19 and supporting their community. Check your inbox for instructions to join, or contact Membership Manager Brie Bingham for more information. US CENTER FOR DISEASE CONTROL (CDC)
US OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION (OSHA)
ADDITIONAL RESOURCES
In 2020, maintaining and keeping good quality talent on your team isn’t just a want, it’s an absolute need. It’s what’s going to determine your success and the foundation of your business moving into this next decade. This next generation needs a purpose, something that fires them up and gets them out of bed in the morning. Yes, millennials want to make a living, but they want to make a meaningful living. According to Forbes, millennials ranked meaningful work as one of the top needs they have from their workplace. the harsh reality“People don’t leave bad companies, they leave bad managers.” If leaders and those in positions of power can take this quote by Marcus Buckingham to heart, I believe we would see so much more retention amongst our profession. Here are some harsh realities:
These are some powerful statistics that mean if we aren’t encouraging a culture of growth, this next generation has no problem going to find it elsewhere. employee engagementHow connected do you think your employees are to your company? If we are being honest with ourselves, there are plenty of areas we can improve in this category. According to a study done by Gallup in 2017, 230,000 employees were surveyed in 142 countries on their current engagement. Employees fall into one of three categories:
Only 13% of employees they surveyed were truly passionate and motivated by the work they did every day. An astounding 63% were not engaged, and 24% were actively disengaged. The impact of a disengaged employee can negatively impact your business in the following ways:
Unfortunately, there isn’t much we can do about the actively disengaged. They just need a path out. However, the statistics show that around 63% have the potential to be engaged if we put the effort in to putting meaning behind what they are doing. What category would you put most of your employees in? Do they fall into the popular category not engaged? Maybe it’s time to rethink how you’re motivating your employees. Do you share a common purpose that they can buy into with passion? How often do you give praise? Could it be time to put more incentive compensation plans in place? Purpose and incentive are the keys to motivating engagement. Once we have worked to get our employees into the “engaged” category, the positive benefits have an astounding impact. Statistics show that 50% will post messages on social media and 24% are more likely to help boost sales than disengaged employees. Find ways to bring meaning back so that your employees live in the engaged category, and your firm is guaranteed to reap the benefits. create your planHIRE THE RIGHT PEOPLE Obviously, all this talk about having engaged employees is only possible if we hire the right people from the get-go that are naturally motivated. Service attitude is a big thing we look for at JCG. Recognize if they have the natural ability to go above and beyond to exceed a customer’s expectations. Are they good listeners, do they care, are they genuinely interested in other people and have a desire to always be learning? You can teach service aptitude (the ability recognize service opportunities), but you can’t teach attitude (the desire to serve). ONBOARDING AND TRAINING Develop a welcome program that makes them remember their first day. Decorate their desk with a welcome sign, write an internal spotlight, or take them to lunch with your team. Remember, their first day of work is one way to set the tone for their engagement. Spend a lot of effort on helping them to understand WHY you do what you do and how they bring value to that purpose. The first few weeks are critical to employee engagement. The more they buy in early, the more likely they are to want to stick around. Initial training an on-going training is essential to employee engagement. You must teach them skills to be successful. Have a minimum standard for customer service expectations in writing and don’t train just once. Reinforce the expectations as often as weekly. This includes modeling, observing, and measuring behavior. RETENTION AND RELATIONSHIPS Employees are more engaged when they are recognized, so communicate! Provide for feedback, and even ask for feedback yourself. Peer recognition is another way to keep employees engaged. Set up a quarterly award that gets everyone involved to recognize their peers. Feedback is the key, as this next generation craves it. So where should we start? A good place to assess where your engagement is at is to survey your staff about their happiness at work. Ask about if they feel valued, and if they appreciate the kind of feedback they get. It might be a rude awakening, but we all have to start somewhere. Getting the data is the only way you can grow from today into reaping the benefits of having engaged employees long into the future. Want to learn more about increase employee engagement and improve customer service? Join Lori Salberg and more cremation rockstars in Las Vegas for CANA’s 2020 Cremation Symposium, February 26-28. Lori will present on “Developing a Collaborative Growth Culture” to re-invigorate organizations by fully engaging employees, improving performance of the business overall. See what else we have planned and register for CANA's 2020 Cremation Symposium: goCANA.org/CG
“How long will my burial business last?” As I was writing this article, our eight-year-old grandson shed some light on the responses from – well an eight-year-old point of view. My wife, a former teacher, was helping him with his homework – a fair amount of math work and then onto the dreaded reading. Our grandson, who was about at his concentration limit for the moment, started playing a video game. When his grandmother mentioned reading a bit, his reply was surprising and unexpected. His delivery was neither harsh nor snippy. He merely said, “Maybe after this game or when I am dead.” In other words, my wife asked the question he did not want to hear and we got the answer that grandparents don’t want in return. Still, we found it quite funny, exactly framing his “not now” attitude. Discussions on changing consumer attitudes and funeral home finances today often elicit a similar response – not now. if not now, when?Earlier this year, a funeral home owner asked me, “How long will my burial business last?” On the surface some might scoff at such a question – too simplistic, too old school. I beg to differ. Looking at this question offers us an insight into the core revenue of a funeral home. The issue also allows me to re-address a topic I first covered several years ago. Ten years ago, a funeral home owner asking a question on “how long a burial business will last” would have delighted me! To hear it today is a bit disheartening yet shows that owners are finally thinking about the impact of cremation. After all the forewarnings from myself and others, funeral home owners finally now feel the revenue effects. Neither I nor others take delight in the ‘sudden realization’, but we fully understand the dilemma that you face. what to do?If you are a funeral home owner close to retirement, maybe the answer is to find a willing buyer. In our valuation work, we find that top-performing firms obtain the highest values. Top performers attract skilled staff and maintain their facilities meticulously. If your firm is not a top performer, you may want to change your management style. Many funeral home owners are not ready to retire. Funeral service may still be calling - kudos to you. What is the best course of action for those closely held to funeral service? There are a number of points to consider. REMODELING To be clear, I am not referring to remodeling the facilities (although that could be an issue too). In this case remodeling refers to remodeling the core business - a new business model, a business model based on the financial realities of a different revenue stream, probably with less revenue per call than in the past. STAFFING Much has been written about the current high employment rate and the difficulty in finding employees. Funeral service has its own challenges, which I hear about weekly – “There are no quality, qualified licensed funeral directors to be found.” Outside analysts agree that we are experiencing a shortage of trained personnel in funeral service and will for a number of years. Outside of raiding other funeral homes, attracting top-notch people to funeral service is one solution. Regulations need to change by accommodating quality personnel who may not want an embalmer’s license. OWNERSHIP SHIFTS A recent rush in acquisitions foretells the shift in funeral home ownership. Sixty-year-old-plus owners now face their own exit. Some are well prepared, but some are not. The consolidation of competitors began a few years ago and will continue for several years. This consolidation of owners, and perhaps rooftops, bodes well for the younger generation of owners. My 2015 estimate of 25% too many funeral homes in the U.S. needs to be updated, but I suspect that number has grown. Taking calls from declining firms or making prudent acquisitions ensures their success. However, successful owners must capture consumer needs today. CONSUMERS’ NEEDS Easier said than done, understanding consumers takes on critical importance. Without relying on casket and vault sales as the main revenue-driver, new-age owners will allow consumers to express their grief in new ways – ways driven more by consumers right now, than orchestrated solely by what was done in the past. Owners refusing to embrace the new consumer-driven business model can count their days by how many caskets they sell. If you did not watch the August 14, 2019 HBO special, Alternate Endings, find a way to view the show. The story of six endings contained several emotional departures from funeral service, but the biggest takeaway? While there may have been licensed funeral directors in the back stories, no funeral director took a vital role in these non-”traditional” funerals. The 2019 NFDA Consumer Survey found that 53% of those surveyed indicated that they could do their own funeral or memorial service, without a funeral director. Thankfully many client-families still want or need a funeral director but the HBO special and the NFDA survey point to what could be a rising number of people who don’t see a need to use you. How can we attract more interest in ceremonies recognizing a life lived? imagination gone wildFor nearly a century, funeral service hid behind the casket and vault sale. The loss of casket and outer burial container sales clearly reduces revenue. We must focus more on the personal side, making solid connections with consumers – no more just glad-handing family members as they come in the door – because, they may not come in the door. We must give them a reason that “remembering a loved one” is important. The move from merchandise-oriented to a service-oriented funeral business began many years ago in higher cremation areas. Now, the cremation upturn is hitting even the rural and largely unaffected areas. In a recent AARP magazine interview, musician Carlos Santana commented, “You stay relevant by trusting you have something people need.” Funeral business needs to specialize in service now or risk irrelevance. As the HBO special revealed, some consumers want a personal hand in a memorial (or living funeral). We have to help them truly capture the essence of their loved one. Making each funeral/memorial service special is the future of funeral service in my opinion. SUCCESS IN THE 2020SThemed good-byes represent one logical solution. Yes, they may take a lot more work than the old burial model, but they usually contain the “wow” factor for many consumers. Celebrants or celebrant-like ceremonies seem to make more connections as well. Look for off-menu choices that resonate with client-families. Let your imagination run wild and something magical may just happen. Success in the 2020s will be measured by story-telling, creating a compelling story about a loved one, a story even an eight-year-old can appreciate. Master-storytellers will excel. Our eight-year-old grandson was finally persuaded to read that book he discarded. He actually found it thought-provoking. It was a small history book from nearly 100 years ago. Things have changed dramatically since then — many advancements but many old beliefs dispelled. Losing 1.65 burial calls per 100 cases annually to cremation or $66,000+ over the next 10 years is not welcome news. Our 500-call funeral home owner exhibited the courage to ask the tough question. I hope he is ready for the answers. Are you? This post is excerpted from the full article “How Long Will My Burial Business Last?” originally published In Volume 16, Issue 3 of Directions by Nixon Consulting, Inc. This newsletter content and information is sent to clients and associates of Nixon Consulting, Inc. Published quarterly. Subscription is by Invitation only from NCi. Reproduced with permission of the author.
After the celebrations are over, the beginning of each new year reminds us to refresh and improve our habits. It is not too late to resolve to accomplish the following items this year and establish a new routine for years to come. 1. Update and review current government laws and regulations.Regardless of your role in the industry, it is important to understand the current laws and regulations that govern your work. Put aside the necessary time to review the federal, state, and local laws and regulations which affect your day to day operations. Right to control final disposition and cremation authorization issues dominate legal complaints against people and businesses in this industry. If you have difficulty finding the statutes and regulations, try searching the web sites for your state association or licensing board – they often have links available. CANA Members: If you need further assistance, use your legal consultation benefit and give me a call. 2. Educate and train staff on any new laws or regulations affecting your business.Keeping yourself updated on new laws or regulations is just a first step. The next is to educate and train your staff and co-workers on what you have learned. Hold a “lunch and learn” with your team and give everyone the tools to succeed. 3. Update your forms to bring them into compliance with any law changes.Out of date, non-compliant forms are an easy target for regulators and plaintiffs’ attorneys alike. Confirm that your form documents include all the required notices, consents, and disclosures. Consult with an attorney if you have any questions regarding current legal requirements. 4. Educate and train staff on the changes in your forms.Compliant forms are important, but the persons who use them every day must understand how to utilize them to the fullest. Avoid the problems caused by improperly filled out forms. If done and utilized correctly, forms often provide the best documentation in defense of legal complaints. 5. Review and update your operational policies and procedures.OSHA compliance is critical to a successful operation. So, too, are human resource policies, and so much more. If you need assistance in your review, CANA has partnered with Cremation Strategies & Consulting to offer a program which will help you compile operational policies and procedures customized for your business. Learn more here. 6. Review and update your employee handbook (including social media policy).Employment issues are a prevalent headache across all industries and business models. Address common concerns in your employee handbook, so that everyone is on notice of the standards to which they will be held accountable. Implement clear, unambiguous policies on work hours, time off, sick leave, vacation time, and dress codes. Have appropriate sexual harassment policies in place. Communicate your expectations regarding social media use and restrictions on employee posts on business matters. Make sure employees are aware that social media is not for airing of workplace grievances or complaints. CANA Members: Read up on what my office suggests for these policies as part of the Crematory Management Program. 7. Educate and train your staff on your policies and procedures.Periodic training and review of operational and employment policies and procedures are critical. There cannot be compliance without your employees first understanding your expectations and standards to which they will be held accountable. CANA Members: You can keep your standard operating procedures current and your staff informed with the Crematory Management Program and support from Cremation Strategies & Consulting. 8. Meet with your insurance agent or broker.Make sure your insurance agent or broker understands your business. Too often there are gaps in coverage discovered when you need insurance assistance or defense to a legal claim, when is too late to put the protections you need in place. Many gaps in coverage result from your agent or broker not understanding your daily work and operations sufficiently to make sure that what you actually do is covered. Just because you have “professional liability” insurance, you have no guarantee that all of your professional services are covered. Proactive insurance strategies will serve you best. CANA Members: Have you looked over CANA’s newest benefit, a professional liability insurance program for crematories? Read what makes this policy different and how it covers businesses like yours. 9. Meet with your tax planning professional.Do not leave money on the table. A tax professional’s advice can add value to your business and improve its bottom line. Mitigate your tax risks and exposures prudently. 10. Budget for and plan to attend meaningful continuing education opportunities.Take some time to think about the education and assistance which will benefit you and your business most in the upcoming year. Then, search for continuing education opportunities that will assist in meeting your goals. There are in person and online resources available to address almost any concern as an industry professional or business owner. Some jurisdictions even allow you to get your crematory operator certification online. If you attend CANA’s convention in Seattle this year, please say hello. I look forward to seeing you! CANA Members: Not sure how to get started developing a defined professional development plan for your employees? CANA Education Director Jennifer Werthman is here to help you achieve your goals – reach out any time. Getting your new year off to a good start can jumpstart accomplishing your business’s New Year’s Resolutions. Best wishes for your success in 2020! CANA Members: Your association is here to help! If you ever need these resources or anything else offered by CANA, reach out. Excerpted from The Cremationist, Vol 53, Issue 1: “First Quarter 2019 Top Ten Legal Checklist” by Lara M. Price. Members can read this article and any other advice in The Cremationist archive. Not a member? Consider joining your business to access this and all archives of The Cremationist plus the many resources referenced here to help you find solutions for all aspects of your business – only $495
At CANA’s 100th Cremation Innovation, Rick Baldwin and John McQueen took the stage to share their strategies for selling across multiple brands in a high cremation market. Their presentation discussed decades of changes in the marketplace, a history of trials and successes, and business strategies crafted in the trenches of Florida’s dramatically expanding cremation rate. This post features highlights from John McQueen’s presentation that specifically address market domination via brand segmentation. ANDERSON-MCQUEEN FUNERAL HOMEI want to give you a little bit of perspective about where we came from. Our father started our funeral home in 1952. It was a typical traditional family funeral home. He passed away when I was 22. I was very blessed to have a very intelligent brother who was in the business with me. We were two young guys, we were able to figure out “What are we going to do in the future going forward?” We continued to grow our traditional business. Around 1997, we realized that our consumer was starting to change. The consumer of yesterday was mostly happy with an average product or average service. I even remember when I started in the business, the training program that Batesville used to instruct us for our casket presentation was “This is our average bronze casket” or “our average wood.” Everybody wanted to be average. It was a more product-focused industry in the past. We wanted to sell the casket, we wanted to do all that. Nowadays the products have become less and less important to the consumer. By 1999, when we were getting ready to open our low cost alternative, we had figured out that the consumers had migrated to the two ends of the spectrum. So it kind of made that middle collapse. Basically, you have the price-seeking consumer on one end and the solution-seeking consumer on the other end. One of the problems with this, in our opinion, is that’s where the traditional funeral home lies—in the middle. the profit zoneThere’s a book out there called The Profit Zone, and they talk about how, over the last 15 years, the winners in the marketplace have been the price discounters. Those with the low-cost position. Walmart is the example. The next is the superstores. Those that have a particular focus, along with a low cost combination. The best example of that would probably be Best Buy. If you want electronics, go to Best Buy. They have everything and anything you could possibly think of, and they have it at a really great price. The third winner in the marketplace is the high-end specialists, those that differentiate themselves from everybody else in the market. They charge a premium price to do so. The best examples of those would be L.L. Bean, Ritz-Carlton, Harley-Davidson, Starbucks. You could throw Zappos in there. Think about how scientific jargon and bureaucratic language could have killed the inspiration of the moment if they’d crept in. As a Harley owner myself, you can own any motorcycle out there. I can buy a motorcycle that’s a lot cheaper than that Harley-Davidson—but it’s not a Harley. You gotta be part of that class, part of that family. So they’re able to command that bigger price to do so. To give you a couple other examples of firms that have used this, you have the Marriott International Corporation. They actually are the largest hotel corporation in the world from a profit standpoint, with the exception of MGM. But then again, MGM has casinos associated with them, so that revenue helps them out a little bit there. At the top, Marriott has their Ritz Carlton, in the middle they have their Courtyards, and at the bottom they have their Fairfield Inns. At every one of their locations, you get a quality night’s sleep. They’re going to assure you of that. But the amenities that go along with each of those tiers vary greatly. To give you an idea, they have 5,400 properties around the world with about 1.1 million room nights. Their revenues on an annual basis are about $15 billion as of 2017. Another business is Swatch Watch Group. They started out as the firewall brand for Blancpain and Harry Winston, as the top Swiss watch company out there in the marketplace. Those are still their top Swiss watches, but they saw that they were losing market share because these other companies were coming in at a much cheaper price because they were able to undersell them. So they started Swatch. Swatch has grown so big now thought that they actually changed the name of the parent company. Now they’re the Swatch Watch Group, and they’ve rolled out a new low cost brand, which is their Flik Flak, for the younger children, to pull them into the loop. Their revenues last year were greater than $7.5 billion in watch sales. This model works in many industries. MULTIPLE FIRMS, ONE MARKETWe ended up adopting a similar business model, but we wanted to avoid cannibalization. We have multiple firms in the same marketplace. We don’t want to cannibalize that existing firm at the top because that’s where we maximize most of our profits. How do we avoid doing that? We need to differentiate ourselves – with location, hours of operation, pricing method, marketing and branding, but never staff. It’s just as important that the staff at your low-cost brand is as on-the-game as at the top end of the brand. I will tell you on my final note for you here that as you move forward into this world, if that’s what you want to do, there’s some roadwork ahead for you. You need to forget some of those things that made you great at your high-end brand because things operate differently in that low-end spectrum. But you do want to borrow from your high-end brand. So you can use your back-end operations, share some of those commodities together. It’s a black limousine going on a funeral. Who cares where it came from, right? You can share that, you can share the crematory, you can share the preparation room. Those kind of things you borrow from one another. But most importantly, I’ve found over the years, with the low-end brands especially, you have to be able to adapt. You’ve got to be nimble, you’ve got to be able to move quickly. If the market starts to shift or something you’re doing’s not quite working right, then you need to tweak it and move forward. Don’t just stay stuck in the road. the kia effectI’m going to finish with the biggest failure in funeral service today. It’s what I call the Kia Effect. I read more and more articles and hear more and more new consultants that have come into our industry. They all want to tell us that nobody values a funeral any more nowadays. Everybody wants cheap, cheap, cheap. If you’re not the cheap guy in the market, then you’re not going to be successful. I’m here to tell you that I don’t believe that. Our high-end brand grew more market share over the last two years than our low-cost brands did. We ended up generating about another additional million dollars out of that high-end brand over those last few years than we were doing with our low-end brand. So, it is growing. But, the difference is, you need to be on your game if you’re going to have that high-end brand. You’ve got to be able to show the value to the customer, explain to them what we do, explain why we do it, how we do it, and really educate the consumer on that. If we do that, we’ll continue to have the business at the top end as well as picking up the business at the bottom end. This post excerpted from Rick Baldwin and John McQueen’s presentation at CANA’s 100th Cremation Innovation Convention. The full presentation, including Rick’s contrasting strategy of “Simple and Easy,” is available on demand from CANA’s online learning platform. Members can also read a version of the full presentation in The Cremationist, Vol. 54 Iss. 3 titled “Local Innovation: Selling Across Multiple Brands in a High Cremation Market.” The CANA Convention is known for highlighting local innovation each year. At the 101st Cremation Innovation Convention this summer in Louisville, Kentucky, Gwen Mooney and Michael Higgs of the historic Cave Hill Cemetery will discuss how the cemetery and its foundation work strategically to actively sell cemetery property and build community engagement – all through the "Art of Story.” Learn more about this session and what else CANA has planned and register now: GoCANA.org/CANA19
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