As we step into 2025, the end-of-life industry is evolving rapidly. Changing consumer preferences, advancements in technology, and a growing awareness of environmental sustainability are reshaping how individuals and families approach funeral planning. To keep up, service providers need to innovate and adapt—but the good news is that these changes bring exciting opportunities to better serve families during some of life’s most meaningful moments. Here are three predictions for how the industry can adapt to meet these new demands.

Did you know that 84% of Americans would consider “green” funeral options? According to the Kates-Boylston Publications 2021 Green Survey, this growing trend highlights a societal shift toward sustainability, and it’s transforming the funeral industry. Families are increasingly seeking ways to honor their loved ones while also being mindful of their environmental impact.

"Green" means different things to different people. For some, it’s about offsetting carbon emissions and minimizing environmental impact. For others, it’s about leaving a positive legacy—such as choosing a Memorial Tree in a protected forest, where their final act contributes to the health of the planet. These options not only reduce one’s ecological footprint but also provide families with deeply meaningful ways to remember their loved ones.

With options like natural organic reduction (also known as NOR or human composting) gaining popularity, education is crucial. While this process is legal in only a handful of states, awareness is growing. Families also want guidance on spreading ashes in natural spaces—whether in forests, oceans, or other protected areas. By educating families about these options and the regulations in their state, providers can empower them to make informed choices.

It’s also worth noting that year over year, there is a 22% increase in people searching for “green burial” on Google. Providers who offer a range of environmentally friendly services and clear guidance will stand out in this growing market.

The days of strictly in-person funeral planning are fading. As Gen X and Millennials take on more responsibilities for planning end-of-life arrangements—both for their parents and themselves—they’re bringing with them the expectation of seamless online experiences. According to NFDA's 2024 Consumer Awareness and Preferences Report, 40% of consumers now begin the arrangement process online, and 25.9% would prefer to make prearrangements online instead of meeting with a funeral director in person.

Today’s planners value convenience, transparency, and the ability to explore their options without pressure. They expect digital tools that let them browse services, compare prices, and even schedule consultations at their own pace. Offering online preplanning forms, virtual tours of memorial sites, and easy payment portals can make a significant difference.

End-of-life providers need to ensure the solutions they offer are paired with a robust digital presence, creating a seamless experience for families that reflects consumer values and meets their needs. This blend of innovation and tradition doesn’t just build trust—it fosters customer loyalty and supports premium pricing.

Funeral homes and service providers who invest in digital tools and prioritize user-friendly experiences will not only attract tech-savvy consumers but also position themselves as forward-thinking leaders in the market.

Better Place Forests has had success with sharing its core products and services online via an “online forest tour.” Families love the ability to easily align as a family and better understand if a Memorial Tree is right for them.

One of the most significant shifts in the end-of-life industry is the rise of cremation, which now accounts for 60.6% of arrangements in the United States, according to CANA’s 2024 Annual Cremation Statistics Report. That report states that cremation rates are expected to rise in the US until a projected plateau of around 80% as early as 2040. This shift toward cremation has given families more flexibility in how and when they choose to memorialize their loved ones. Instead of traditional timelines, many families are now spreading ashes or holding commemorative events on meaningful dates—like birthdays, anniversaries, or holidays.

To stay relevant, providers should build lasting relationships with families. This could involve sending gentle reminders or offering services tied to significant dates. For example, helping families plan a gathering to spread ashes on the anniversary of a loved one’s passing or offering ideas for honoring their memory during Mother’s Day or Father’s Day can be incredibly meaningful.

Families increasingly value ongoing support. Providers can offer services like memorial newsletters, annual tree-planting events, or even digital tools to help families keep track of important dates. By staying engaged, providers not only enhance customer satisfaction but also create opportunities for additional services and deeper connections.

The end-of-life industry is at a transformative crossroads, with consumer preferences changing at a rapid pace. Embracing green options, enhancing digital capabilities, and fostering long-term relationships with families are not just predictions for 2025—they are essential strategies for staying relevant and impactful.

Every funeral home owner has faced it—that uneasy realization that valuable leads are slipping through the cracks. You’ve spent time and money on marketing campaigns, from digital ads to community events, and while you’re reaching the "low-hanging fruit," you still have drawers full of leads who never get a follow-up.

It’s a frustrating cycle. You’re seeing a minimal return on your marketing investment, but it’s not just about lost revenue—it’s about missed opportunities to help families. Each lead represents someone who reached out for guidance and support.

So, how do you break free from this cycle? The answer lies in reimagining preneed not just as a collection of separate tasks but as a fully integrated system that maximizes the quality and potential of every lead.

If you're like many funeral homes, walk-ins and call-ins form the bulk of your preneed business. Most of these families are choosing you for good reason. They’ve often already built a relationship with your brand, and they both know and trust your funeral home.

These are obviously very important families to focus on, and you’re right to nurture them. But the truth is they would have likely chosen your funeral home anyway. To grow and expand your market, it’s important to prearrange new families—those who may not be familiar with your brand or may be undecided about their chosen funeral home.

This is where the shift to proactive preneed becomes so critical. It’s not just about marketing and setting appointments with the people who know and love you. It’s about expanding your reach, building relationships with new families, and giving them the education and clarity they need to choose your funeral home.

Relying on walk-ins and call-ins is like playing defense—it’s safe, but it’s not scalable. To truly grow your business, you need an offense—a proactive system that builds connections with new families and turns them into loyal customers.

Consider this: depending on the size of your market, there are likely hundreds if not thousands of families in your serviceable area who are interested in prearranging a funeral. They may not be quite ready to take the next step and set an appointment, but a proactive approach to preneed allows you to develop a relationship starting today.

In other words, by reaching these families through proactive marketing, personalized follow-ups, and education, you’re creating a bridge from "undecided and unaware" to "excited and eager to act."

As you probably already know, consumer preferences are shifting faster than ever. 29% of the population today are religiously unaffiliated, meaning they no longer identify with a specific religion, and communities are changing as people move away from their hometowns.

It used to be that our profession could rely on our institutions and communities to build the value of a funeral as a meaningful source of ritual, ceremony, and gathering. But today’s shifting preferences have reduced this built-in value. Families still want to honor their loved ones, but they are less aware of their options.

Being proactive allows you to change this. You get to fill the shoes that our institutions and communities once filled. Not only can you help families understand the full range of options available and shift their perspective early on, but you can also share the value of a meaningful funeral experience and its importance in helping their loved ones heal.

A lot of people think active preneed comes down to active marketing—sending out direct mail campaigns, running social ads, and holding community events. But while that is a critical piece of running a healthy program, it’s only part of the equation.

When you generate quality leads through marketing, you see who is interested in learning more. Real growth comes from what happens next—your ability to nurture that interest, keep families engaged, and inspire them to take action.

Without an interconnected system or clear plan of action, it’s easy for these leads to slip away. Maybe one person on your team is doing all the follow-ups, but they’re stretched too thin. Or perhaps everyone is "pitching in" on follow-ups, but no one is 100% accountable.

This "all hands on deck" approach often leads to confusion and missed connections. The ball simply gets dropped. To keep it moving forward and consistently prearrange more families, you need a way to create a next step for every lead—and then a framework for tracking, measuring, and managing each of those steps.

At the heart of preneed should be a commitment to delivering exceptional experiences. Think about how transformative it is for a family to walk into your funeral home after a loved one’s passing and realize that everything has already been taken care of. Stress levels drop, the focus shifts to healing and connection, and your team can focus on providing personalized, compassionate care.

That’s the result of a great preneed experience—and it’s something that can start long before a family’s time of need. By providing a consistent, personalized, and proactive preneed experience, you’re building brand loyalty and creating families who will be fans of your funeral home for years to come.

A proactive approach to preneed ensures that every family, from the moment they first see your marketing message to the moment they finalize their plan, has a seamless and supportive experience.

But this takes a lot more than flipping a switch. Here are a few key steps that will help you unlock your preneed potential. 

To sustain a growing preneed program, it’s important to be proactive and keep everyone accountable. Every lead needs a next step, and each of these steps needs to be measured and tracked.

This was one of the first things we realized when we developed ProActive Preneed®. Our system is designed to connect every piece of your preneed pipeline and give every family a clear path forward.

Being proactive should not only generate more quality leads for your funeral home, but it should also result in more quality preneed appointments, more prearranged families, and strong relationships that last.
Learn more about ProActive Preneed® at precoa.com

Tyler Anderson is senior vice president of business development at Precoa, a preneed company that helps hundreds of funeral homes prearrange more families and grow their markets. Born and raised in the funeral profession, Tyler appreciated the importance of ceremony, ritual, and gathering from an early age. Tyler’s grandfather started his first funeral home in 1944 and the Anderson family continues to own and operate firms in the state of Ohio today. Tyler began his preneed career as an advance planner, then regional sales manager with The Outlook Group, which his father, Charles, founded in 1985. Later, as CEO and President (2010-2016), Tyler helped Outlook Group become one of the nation’s top preneed companies. His unwavering passion to help more families experience a meaningful service fueled his decision to unite with Precoa in 2017. Today he continues to be passionate about sharing a new vision for preneed that helps more families across the country experience a meaningful funeral service. Tyler lives in Portland, OR with his wife, Jana, and daughter, Noemie.

This is the sympathy business. On a regular basis, we’re expected to offer up our condolences, well wishes, and sympathy.
 
But empathy, a word which often gets confused for the same thing, is even more important to our success. Sympathy is defined as “feelings of pity and sorrow for someone else’s misfortune.” Empathy, on the other hand, is “the ability to understand and share the feelings of another.” In short, you can be sympathetic without being empathetic. But empathy will make you not only more effective at caring for the bereaved, but at managing your business.
 
The classic “burial-or-cremation” dichotomy is illustrative of this point. Even those who know better often let our language betray the misunderstanding that there are essentially only two kinds of people in the world: the conservative, religious, pro-burial traditionalists; and the liberal, postmodern, pro-cremation rebels. While it’s perhaps a step in the right direction to understand that not everybody wants the same thing, it’s not nearly a step far enough.

The reality of how the modern American — your customer — sees the world and your business is far, far more nuanced. McKee Wallwork’s proprietary research methodology, IDEALS®, asks thousands of people across the US hundreds  of questions on their Interests, Desires, Emotions, Attitudes, and Lifestyles to discover market Segmentation. This psychographic segmentation research conducted by my firm has shown seven segments that people statistically sort themselves into, and each is much more complicated than a simple preference on burial or religion.
 
For example, if I were to tell you that a heavily tattooed atheist was about to walk through your door to make arrangements, you might have some assumptions about that individual. But the 14% of the population who my firm has nicknamed “Free Spirits” (the most likely segment to have tattoos, and the most likely to identify as atheist) is also the most likely segment to have posted condolences on your firm’s website, the most willing to talk about their own funeral plans, and the least likely to express opposition to a viewing (that’s not a typo). In many ways, the individual you’re liable to write off as a direct-cremation loss is actually highly interested in what you offer.
 
Or, while 40% of the market (a rapidly shrinking number, by the way) is what you might call a traditional funeral consumer, roughly a third of that group is motivated primarily by the quality, and even status symbol, projected by the funeral; another third is motivated by local ownership; and another third is motivated primarily by religion. These three sub-categories look very similar (in life and on paper), but confuse them at your own risk, because the reality is they will prioritize very different needs.
 
At the other end of the spectrum is who we call the “Distanced and Decided.” These are the classic cremationists, but our research revealed an interesting nuance: community size (household size, proximity to family, frequency of communicating with family) seemed to be a driver in these folks’ decisions just as much as politics or religion. In other words, they’re prone to cremate primarily because they don’t believe anyone would come to their graves. This kind of insight reveals how our profession is impacted by societal and cultural shifts, and how new products and services will always be needed, tailored to evolving subcultures.
 
Or, consider the youngest segments planning funerals. They split statistically into two camps: one, the “Resolute Rookies,” are more removed from death than perhaps any group of people in human history: they don’t know anybody who has ever died, and they think they can avoid the whole business as a result. But another cohort their same age is a funeral director’s dream: they understand that funerals are for the living, represent a post-Boomer pendulum swing back toward tradition, religion, ceremony, and viewings, and represent perhaps the most affluent category in recent memory who is ready to spend on funerals (long driveways and long bills).

The point is this: there’s no silver bullet, and while there is value in letting go of the “all-things-to-all-people” concept that is a burden and a distraction to your business, there’s even more value in thinking really intentionally about empathy. When we look closer than the simple choices and assumptions, we’ll be able to venture a guess at not only what people are asking for, but why. And when we do that, we can lead them toward the considerations and options that not only make for good business, but good grief.
 
We don’t have to be a profession or a business. Our success will only come insofar as we do both. And the better we become at listening, looking deeply, understanding motivations, and seeking to provide people with what they really need (as opposed to what we think they should ask for), the more successful we will become — both as business owners and as servants to hurting families.

The death care business and advertising have a tenuous relationship. Part of it is not merely a scarcity mindset, but a scarcity reality: when my ad dollar can’t grow the market and has questionable likelihood of growing market share, I have to wonder if there are better investments. And, especially in an environment where the words “inflation” and “recession” (let alone “post-COVID slowdown”) are inescapable, many firms are looking for places to save a buck or two.

While fearfulness doesn’t make for good management, preparedness does. Business owners are (and should be) thinking about how to batten down the hatches should the need arise. Even if it all comes to nothing, it’s good to have a plan.
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In my firm’s quarter-century, our clients have frequently been faced with the need to trim their ad budgets during tough economic times. The solution ain’t what it used to be.

There was a time when I coached clients to stay the course. For years I’ve told a story about a friend who owns a local cigar shop. In 2008, during the Great Recession, he invested heavily in his company, moving into a larger location, opening an affiliated lounge, and expanding his inventory. Looking back, he says that if he had taken a defensive stance, his business would have faltered instead of growing as it did. I’ve used that as an illustration of why it’s a good idea to maintain or even increase your marketing budget through recession. But here’s the rub: my friend didn’t invest in promotion. He invested in his place.
Place is an often-neglected pillar of the four Ps of marketing, but it’s as much a part of marketing as the other three. Ad agencies tend to focus on promotion — paid advertising and its cousins — to the exclusion of all else. That’s like tying two arms and a leg behind your back, especially when you’re trying to squeeze every return you can out of limited marketing dollars.

Consider this: would you rather get a thousand people to check out your business, only to discover that it’s run down and outdated, or have ten people engage with it and be instantly impressed by what they see? Advertising has its role, but it’s only one aspect of a well-rounded marketing plan.

This is especially true these days. Place is a high-ROI investment, and in 2023 it goes well beyond the physical. It includes your digital footprint as well, and for most funeral homes that’s a strategy that is far underleveraged.
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Why? Because we tend to think of marketing as a funnel. Begin at the top, the thinking goes, and cast a wide net to a large number of people, hoping some fraction of them engage with you. Then work to convert some fraction of those people. Then do your best to keep some fraction of those people as repeat customers. Digital strategies that focus too heavily on AdWords and SEO are simply applying this old thinking to new tactics.
But it’s hard to make that math work in our favor.

Our lowest hanging fruit is the customer base we keep (by the way, this applies to staffing, too, which is important to note during a labor crisis). The more we focus on building our offerings around it, the stickier (and more successful) we’ll be. Thus, we should begin at the bottom of the funnel, focusing on retention before all else.

​Only then should we move up a level, to conversion. Is your physical space attractive and conducive to winning new customers? Is your website relevant and effective to those who are unfamiliar with you? Are your products and services priced correctly? These are questions more of strategy than spending (though the one should follow the other). Better to reach fewer people who will all become fans than to reach more people who will be disappointed.

Assuming those two are in order, next up is engagement. This is where the digital-as-place strategy comes fully into play. Say you’re a retailer. People might come into your store ready to spend, or they might just be window shopping, but either way, they’re checking you out and trying to decide if what you offer is what they need. Their behavior in the digital universe is no different. It’s not a place to cut corners, nor is it a place to design around your own tastes, preferences, or ego.

Everything you do to engage prospective customers, online and off, should be carefully calibrated to their interests. Imagine if a retailer managed its storefront the way the average business manages its digital outreach: “I don’t have time to think about it right now,” or “We tried banner advertising five years ago and it didn’t work,” or “Yeah, I don’t understand that stuff, but we hired Kayley to handle it for us. She’s a Millennial.”

Here’s where you should also be wary of impressive-but-vague promises of Search Engine Optimization (SEO) vendors. I’ve had numerous clients tell me they have a vendor who handles SEO for them, but I have yet to hear any of them articulate what’s actually happening or what return they’re getting for their investment. SEO is only one piece of your digital space, alongside UX, Google My Business, content development, social media management, programmatic advertising, and more — in the same way that a physical building is comprised of plumbing and framing and roofing and electrical. Without a general contractor and a blueprint, the specialists won’t give you the space you’re hoping for. In the same way, every component of your digital presence must be coordinated around a unified objective, prospect profile, and brand identity.

Finally, working our way up to the top of the funnel, there’s attraction. If you’re forced to cut advertising in the face of a recession, this is where to do it. The obvious caveat here is if advertising works, a brand that neglects it does so at its peril. But in a moment of austerity, if you have to cut something, it’s better to prioritize, and cut first the places you will feel it last. Still, that doesn’t mean you won’t feel it at all. Cuts to an advertising budget are not without consequence.
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If you are not investing in building awareness and preference for your brand, awareness and preference will decline. This is especially important to remember because the nature of these declines makes it easy to convince yourself they’re not happening. There’s usually a lag of at least one or two years, which is why you will run into people at a coffee shop who tell you they just saw an ad you haven’t run in six months. Eventually, however, the lag catches up with you, and your company will feel the impact. Still, that’s a very different thing from saying you can’t cut spending. Even though there are plenty of reasons not to, cutting your attraction budget might still be the right thing to do if your company is on the ropes.
The most important thing during challenging economic times — at any time, for that matter — is to ensure that your brand’s house is in order. To reference the familiar parable, retention and conversion are “big rocks” that must go into the jar first. And they usually go hand in hand with your place, both digital and physical. Advertising is important, but it’s the sand that goes into the jar last — if you put it in first, you won’t have room for the other investments. Start at the bottom of the funnel and work your way up.

Do you know your clients or customers? Do you know exactly what your brand represents to them? Are you executing with excellence? Are your internal dynamics healthy? If a casual observer visited with your executive team, would they believe that your leadership is aligned and confident? If the answer to any of those questions is “no,” or even “I’m not sure,” that’s the place to start (here’s a  tool  to help you quickly and efficiently find out).

It’s tough to do surgery on yourself. Some of these decisions are best made with the help of professionals. But it’s even tougher to go under the knife of multiple surgeons at once. Marketing is an increasingly fragmented discipline, with dozens or even hundreds of specialists each representing their viewpoint of the world. That’s why having your own viewpoint — and an integrated marketing strategy that delivers on it — is vital. Without it, you will be continually tugged here and there and nothing will have a chance to work.
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Rather than a blanket cutting strategy (10% reductions on every line item), it’s vital to make the right cuts, in the right places, so as to minimize the long-term consequences. Handled properly, the effects of a temporary reduction in your advertising budget can be offset by improvements down the funnel. By prioritizing and aligning your efforts, it’s possible to weather adverse conditions and emerge stronger than ever.

Over the Christmas holiday, I joined a few million other Americans by watching the second season of Netflix’s The Crown. We in the USA have an odd fascination with the British monarchy, reliably gobbling up anything related to the UK’s Royal Family.

The differences between our two governments can be simplified as form and function. The UK has a Prime Minister to govern (function) and a sovereign to serve as a living symbol of the country (form). The American Presidency rolls these two jobs into one.
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But Americans, ironically, divide the two components when it comes to business. Hiring is one of a company’s most impactful decisions for its brand, but is made by one of its most insulated and quantitative departments. Like every election, every hiring decision impacts the corporate brand. So, it’s high time marketing and HR got together. After all, Americans talk a lot about qualifications and experience, but we tend to vote for the candidate we’d rather have a beer with. Below are a few arguments for “the special relationship” between Marketing and HR, inspired by both sides of the Atlantic.

Your audience sees your employees as brand ambassadors, even if you don’t. Americans are less comfortable with pomp and spectacle than our British cousins. That’s why we can’t quite get our heads around the monarchy. We can understand hiring for experience, but hiring for image seems downright undemocratic.

But image—even spectacle—are sometimes exactly what a brand needs. From Branson to Bezos, some of the world’s most successful executives are masters of show business. At every level, your brand will be judged by the people you send into the room to represent it, both internally and externally. Even if you keep him away from clients, that hire with savant-like expertise but abysmal interpersonal skills will take his toll on your company’s culture and morale. On the other hand, the individual with an innate ability to inspire might just be able to learn the technical details.

It isn’t lonely at the top. Like the monarch, CEOs and celebrity spokespeople are the faces most carefully selected and cultivated for their ability to inspire. But commoners change history too. Executives and paid actors don’t have the only—or even the greatest—impact on a brand’s value. I can’t name the CEO of Home Depot, but I can tell you all about the terrible customer service I received last week.

Ritz Carlton understands this. Their “ladies and gentlemen serving ladies and gentlemen” mantra has helped the brand become synonymous with the very best in hospitality and dining. Compare that to the night shift at Holiday Inn: instilling form versus function at every level makes all the difference.

People failures are brand failures. The Crown’s sophomore season dove into the scandals that have plagued the royal family, providing another important lesson for marketers and HR pros: The best spokesperson arrangement in history can’t protect you from the spokesperson. Tiger Woods went from brand gold to brand anathema literally overnight. The Most Interesting Man in the World, one of the most successful campaigns in advertising history, was ultimately toppled simply because an actor wanted to retire.

It’s never wise to put all your eggs in one basket. If every hire is an investment in your company’s brand (and it is), then it’s wise to diversify that investment. A brand embodied by lots of faces means less disaster when one of them screws up or calls it quits.

Good form can enable good function. Repeatedly in The Crown, the precocious queen broke with tradition to influence world events, armed with nothing but her signature grace and eloquence. While her classically-trained advisors wanted to stick to traditional diplomatic channels, they were always left in admiration when she achieved what they were unable to.

Don’t underestimate the hard results of soft skills. Does that sales role really require industry expertise, or do you actually need a masterful relationship-builder? Which would you rather have at your front desk: the consummate hostess or an MBA?

When you’re desperate to hire someone who can do the job, remember that “the job” almost always includes representing your company—whether externally or internally. That goes beyond a résumé, a degree, or a certification. Too many front desks and front doors are manned by the most disengaged, disinterested person in the company. It can be helpful to think of those positions in terms of how much charisma they require, not how little technical ability.

You likely won’t have the luxury of hiring purely for ceremony, but putting Marketing in HR’s seat for a moment might yield some fruitful discussions—and might help you build a brand worthy of kings.

Deathcare has experienced a transformation in the last three years. It’s been intense – and grueling at times – but the future is bright and full of opportunity.

Over the past decade I’ve been in deathcare, I’ve seen trends solidify right before my eyes. Obviously, the pandemic moved the needle quite a bit. I can’t honestly say I was quite sure of what was going on while it was happening, but with hindsight, as with most things, it all made sense.

After such a chaotic time, what trends did I most want to learn about? I wanted to dive deep into the changes in customer expectations around online arrangements and see how firms are implementing technology to help serve all of their families better.

When Tyler Yamasaki (CEO of PartingPro, an online arrangement tool and case management system) and I delved into the data from his company on, we learned a lot by analyzing customer behavior during the pandemic. We saw what shifts cemented as a trend and presented these changes at length at CANA’s 2023 Cremation Symposium and The Secrets Behind The Most Successful Online Cremation Businesses episode of The Direct Cremation Podcast we co-host.

​Now, while it’s cool to learn that “Bob” is the most common first name entered into PartingPro’s decedent database, it didn’t really give us any insight into the industry changes we were hoping to track. Nope, for that we had to look at other data – mainly data centered around consumers’ willingness to work with providers online.
What we found was…interesting.

The biggest changes we found were in customer willingness to complete online arrangements and do forms online.

Here’s a look at the increase in arrangements during that period.

You see a huge spike right in March of 2020. Well, there’s no surprise there! But the surprise is that the levels never went back down to pre-pandemic levels. In fact, it’s holding a new line of support at about double the levels we saw pre-pandemic – and clearly look to be trending upward from there. I think this step-function change is here to stay and reflects the huge increase in all e-commerce trends in the economy at-large. Companies were forced to adapt to online management systems and this shows that the implementation of those systems is here to stay.

Now, I’ll admit that this spike doesn’t tell the whole story. At that time we’re looking at, there was a large increase in overall deaths, given the presence of COVID-19, so we had to dig a little deeper.

We needed to break down the cases into two cohorts: those who completed arrangements online and those who completed arrangements in person. What Tyler found was that prior to March 2020, about 33% of arrangements were completed online – a very respectable number in my opinion. After March of 2020, that jumped to 66%. The proportions completely flipped!

It’s hard to say how much of this change is attributable to funeral home staff pushing online arrangements versus a family’s proactive choice to start and complete online arrangements. I think it’s a combination of both, but I was curious to see if there was any data that would give more insight into customer behavior itself regarding online arrangements. Luckily, Tyler had an answer for me.

Tyler shared that prior to March 2020, about 11% of imminent and at-need cases were completed through online arrangements. He asked me to guess what that percentage jumped to after March 2020. I guessed that it had doubled, at least. I was wrong! It rose to 16.3%. Admittedly, I was a little upset I was so wrong. I had been doing so well on Tyler’s data quiz at that point I had a lot of confidence. However, after some reflection, I had two takeaways:

The entire conversation with Tyler really showed how important tech is to a funeral business in a post-Covid world, but it doesn’t mean that technology’s goal is to make us cold and uncompassionate. Technology is just a tool, and good tech implementation simply allows you to meet more customers where they are and free up your team’s time to deliver for those families that need the most attention and compassion.

While many things have changed in our profession over the past few years, there’s one thing that has not; deathcare consumers still want and need professional guidance in making appropriate end-of-life plans for their loved ones. That’s good news for funeral service professionals and just one of the findings of new consumer research I look forward to sharing next month at CANA’s 2023 Cremation Symposium.

The new primary research, conducted late last year on behalf of Foundation Partners Group, involved more than 1,000 online survey respondents and dozens of focus group discussions with consumers who have planned a funeral over the past five years. The results paint a clear picture of the evolving wants, needs and preferences that drive the deathcare choices of today’s families. Understanding these new consumers, and the similarities and differences between different segments, will be key to successfully managing funeral service businesses in the future.

From the thousands of data points collected, we isolated key insights that help us answer two key questions about the needs of modern deathcare consumers:

1. How do consumers interact with deathcare providers now and what do they want in the future?
2. How should we change our messaging, services, products and channels to meet consumers’ needs?

One important finding is that focusing on spending alone is too simplistic. While families may differ in income levels and intended spend, consumers do not select deathcare providers based on economic factors alone. Providers who focus on price, fail to take into consideration the key needs and motivators that drive consumer decision-making.

We found two key factors that are most important in determining the best service style and fit for contemporary consumers. There are unique attitudes and behaviors that drive the ideal deathcare experience for each segment.

The first is the level of support they desire during the planning process. Do they want to do all their planning in person or are they fine working with us via phone, web and email? Do they want to keep it simple or create an elaborate event guided by tradition and ritual?

The second is the level of personal involvement. Do they want a funeral director to hold their hands and walk with them every step of the process? Or are they confident in their ability to create experiences that honor their loved ones on their own?

Based on these varying desires for support and guidance, we divided consumers into three distinct segments and gave them descriptive labels that reflect their attitudes and behaviors. Understanding these different consumer mindsets and decision factors will help us to better understand the best ways to connect with them and support them in a way that builds trust.

During my session we will explore each of these groups in more detail and zero in on the core needs that are universal across all segments. And we’ll talk about the evolving role of technology in deathcare and how thoughtfully integrating technology can improve the consumer experience.

We’ll also share direct comments from consumers regarding things that would have made their experience better to create a roadmap to success in the future.

I look forward to seeing you in Las Vegas!

There’s been a revolt against hiring for cultural fit. Business Insider says it leads to a homogeneous workplace. The Harvard Business Review calls it a “misguided hiring strategy” and says to stop doing it. Forbes even published an obituary for the concept, saying it’s “fraught with bias.”

With all due respect, they’re wrong. Companies will always have a culture, and culture will always be set by the people you hire. If you’re not actively building a healthy one, you’re passively building a sick one. But the antidote for bad culture is to build good culture—not to pretend you’re building no culture at all. My worst hiring mistakes (and I’ve made doozies) have come when I’ve forgotten culture and hired for something else instead. Determining cultural compatibility is tough to do and tougher to do well—which is why only the best have mastered it.

A shibboleth might help.

The word “shibboleth” comes from an Old Testament story about the Ephraimites, who devised a test after they were infiltrated by an enemy tribe. Anyone who couldn’t say “shibboleth” with the local pronunciation exposed himself as an imposter. Today, the word is defined by Merriam-Webster as “a word or saying used by adherents of a party, sect, or belief and usually regarded by others as empty of real meaning.” A business who knows itself well will establish certain ideas and concepts that are central to its identity, but meaningless to the outside. Your best hires will be the people who recognize and share your excitement for those concepts.
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Here’s the really good news: establishing a shibboleth for your company will allow you to better focus your business, invigorate your team, and increase diversity. Here’s how:

The hard part—and the real importance—of a shibboleth isn’t finding someone who recognizes it, it’s picking one in the first place. To say exactly who fits your brand requires first understanding your brand. And most companies don’t. But that’s exactly why finding a concise articulation of your identity is such an important exercise: it requires the clarity that is essential for you to succeed.

Former IBM CMO Abby Kohnstamm put it this way: “The larger the company, the greater the importance there is to get to a clear, simple brand idea. Ours became a rallying point for the entire organization. It shapes the culture, it shapes business decisions, and it shapes behaviors.”

Think about that. A single litmus test against which a firm can evaluate everything. Every hire, every new product decision, every investment opportunity, aligned to a single idea. You know exactly what the most successful brands are about, because they’ve put in the sweat equity to figure it out for themselves. You can’t afford not to do the same.

It’s the second half of the definition of Shibboleth that’s really important: “usually regarded by others as empty of real meaning.” My firm, which specializes in advertising for stalled, stuck, and stale brands, has helped hundreds of companies find the essence of their identity. Usually, the identity we land on seems boring to outsiders—it hardly ever ends up in ad copy, and nobody outside the company ever knows about it. But that’s why it works: if you get it, you’re attracted to it. And if you don’t, you’ve already disqualified yourself.

The idea Kohnstamm (not to mention IBM’s 380,000 employees) was so excited about? “Solutions.” Not exactly a revolution. But solutions to business problems were what IBM’s customer wanted, and that’s what drives IBM. “Solutions” is a boring word to which IBM gave its own special insider meaning. So it became something that IBM employees could get excited about, because it provided a way of articulating what makes them special. And if solving problems isn’t your thing, you’re probably not what IBM is looking for.

Like a family in-joke, the whole point of a shibboleth is that the world doesn’t get it. It’s for you, so that when the going gets tough, your team can remind each other why they’re here.

The worst backlash against “culture fit” is from the people who assume it’s discriminatory. Patty McCord, former Chief Talent Officer from Netflix, argues that “culture fit” is shorthand for ‘people just like us.’ It’s a fair concern, and the practice can be abused that way. Weeding out anything feels a bit discriminatory, so it’s easy to assume that if we all have to agree on culture, then we’ll suffer from groupthink and bias.

But in fact, the opposite is true. Every hiring decision is inherently discriminatory. You’re picking one person out of thousands. If you have to discriminate, it’s better to discriminate on the right things. And mathematically, you’ll have the broadest talent pool if you discriminate on only one thing.
An organization that lacks a single point everyone can agree on isn’t diverse, it’s divided. On the other hand, the organization who can pinpoint the single concept that defines it has actually opened the door to the most diverse company (and thinking) possible, because it’s eliminated all other incidental or unintentional barriers. You can hire any age, race, background, or expertise, because none of those things are what define who you are.

In my own firm, we have a former realtor in our media department, an ex-political-consultant in accounts, and a psychology major in strategy. Our creative director will tell you that recent hires he’s made from outside the agency world have been a lot more successful than those he’s poached from other agencies. The reason those particular team members have panned out—even as seasoned agency pros have come and gone—is that we’re inspired and unified by a single idea. If we can all agree on that one thing, then we can bring diverse backgrounds, perspectives, and strengths to the table in its pursuit.
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To modern businesses, like the biblical Ephraimites, sifting out those who are not committed to your cause is a matter of life and death. It’s worth taking the extra time to make sure you’re doing it right. And when you do, you’ll stop wasting time on guesswork about whether a person, partner, or project is a fit—because you’ll know who you are.

How can you engage your employees' purpose to improve their performance and retain them? Eric Layer will share proven research and strategies from inside and outside the funeral business during his Keynote session — sponsored by National Guardian Life Insurance Co. (NGL) — at CANA’s Cremation Symposium this February 8-10 2023!
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Join Eric and others to share ideas on re-energizing passion and purpose in funeral service. This year, the event is focused on staffing efficiencies and retention with a host of experts to discuss. See what we have planned and register to attend: goCANA.org/ignite
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This post originally appeared in the McKee Wallwork Insights blog in April 2018, reprinted with permission.

Pop quiz: What do the following questions have in common from a digital marketing perspective?

• How does cremation work?
• How much does cremation cost?
• What are the steps for preplanning a funeral?

They're all great, keyword-rich subheading options for cremation and funeral care marketing blogs. They're also all things people might type into search engines.

But the answer we're looking for is that each of those questions shows up in a featured snippet such as "People also ask," "From the web," or "Other sites say" when someone searches Google for related keywords (such as "funeral cost").

Perhaps you've heard of featured snippets in general or "People also ask" questions, but you might be wondering: What are those other snippets? And why is Google always changing the layout of the search engine results pages?
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Let's take a deep dive into Google's new feature snippets testing and what it means for deathcare marketing.

Also called "answer boxes," featured snippets are short pieces of content Google takes directly from web pages to display in search engine results pages. For Google, the goal is to provide the searcher with as much relevant information on the search page as possible.
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For example, as of the writing of this piece, The Annuity Expert held the featured snippet for the search "how much does a funeral cost." Google displays the following text in the answer box, along with the URL and link to the page the content came from:

On the same search engine results page, Google presents a box with "People also ask" questions—queries it deems the searcher might also be interested in. For this search, some questions included "Is $10,000 enough for a funeral?" and "What is the cheapest funeral cost?"

For cremation services and other deathcare firms, these snippets and boxes provide another way to show up organically on the first page of Google search results. If Google thinks you provide the best, most relevant answer to a specific question, it scrapes your content to include on the page along with a link to your site.

You can show up in the answer boxes even if your page doesn't rank in the top 10 results for that keyword. Even better, you can show up in the top 10 and in an answer box, providing you more presence on the first page and an increased likelihood of winning the click.
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Having other ways to land on the first page of Google is great news for businesses that provide cremation services. Three-quarters of people never click past the first page of search engine results, so if you're not on page one, you're probably not getting seen or driving organic traffic.

Snippets and answer boxes are such good ideas, Google is trying out more of them. Throughout early 2022, the search engine has tested "From the web" and "Other sites say" features.

• From the web: This feature presents a box that gathers a handful of answers to a query from what Google deems are top pages. On average, the collection includes two to five results from the web, presenting 20-25 words of relevant content from each page and a link to click on. So far, when "From the web" answers show up, they replace the featured snippet.
• Other sites say: In other cases, Google keeps the featured snippet but appends an "Other sites say" section to it. This gathers three pages that also address the question or topic and presents a short content snippet (less than a sentence) along with links to the pages in question.

Both boxes provide searchers with more choices that Google has deemed highly relevant and potentially high-quality.

For cremation service businesses, these new tests are mostly good news. If Google moves to regularly providing more link options in answer boxes, that's more real estate on page one of the search results.
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Of course, if you already own a featured snippet, this change comes with a small bit of bad news: You'll have more immediate competition for the click. If Google rolls this change out over all pages and keywords—including those related to cremation—anyone driving traffic with featured snippets might experience a drop in traffic.

Many marketers and SEO firms make the mistake of focusing exclusively on Google properties like answer boxes. They tailor all their content to win the featured snippets, and when Google makes a change like this, a lot of their work must be rethought.

As a deathcare firm engaging in digital marketing, you should never load all your eggs in one basket. Is there value in asking relevant questions and answering them with short, concise paragraphs? Absolutely. Users love this, because it helps them scan content for exactly what they need (which is why the FAQ page remains a popular format). And if your answers win you an extra link on page one of Google results, even better!

But avoid writing content just to win answer boxes. Google's move to add more links to those properties dilutes the power of them, and you can diminish the quality of your content by focusing solely on these things.
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Instead, stick with tried-and-true content marketing best practices:

• Write relevant content. Think about the keyword and the intent of the searcher, then answer it with your content.
• Write high-quality content. Make sure your content is easy to read, includes good information, and is grammatically correct.
• Write useful content. Create content that is actionable or helpful for the reader. If you're targeting "cremation preplanning," write about the steps people should take and the benefits of funeral preplanning specific to cremation. Don't simply define cremation preplanning and leave it at that.

While you're creating great content, look for ways to organically include answers that Google might pick up for snippets. "Organically" means that the questions and answers flow naturally with the content you're creating as opposed to the content coming from a desire to write a featured snippet.

Putting high-quality content first—even above the latest Google change—supports long-term digital marketing success.

Below is a sneak peek at the keynote presentation for CANA’s 2022 Cremation Symposium, titled Storytelling for Funeral Service. If you haven’t secured your attendance, you can register here

​Storytelling as a marketing tactic has been buzzing around the industry for a couple of decades—especially since the Internet, and its ability to reach more people more often, became ubiquitous.
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But when asked to define storytelling, marketers often hem and haw. They hail it as the Next Big Thing in Business Development, but then fall back on cliches and misunderstandings. They mistake “branding” or “customer experience” for storytelling.

So let’s define our term right off the bat:

We could fill a book describing the benefits of brand storytelling. Among the chapter titles in that hypothetical book:“Storytelling is as Old as Homo Sapiens”

• “Storytelling Improves Memory”
• “Storytelling is How Kids Learn Things”
• “Storytelling Reveals the Things All People Share in Common”
• “Storytelling Boosts Oxytocin (the “Bonding Molecule”)”

All good reasons for your funeral business to spend time identifying and crafting great stories. But I want to briefly discuss an additional reason to tell your tell, which is brilliantly put by Will Storr, author of The Science of Storytelling:

Nearly all human behavior is driven by emotions. When we feel something, we respond—sometimes consciously, often not.

When a potential customer approaches your funeral home, they are in a heightened state of emotion. They’re either planning a funeral for a loved one (feeling grief) or pre-planning their own funeral (feeling nervous or sad).
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A great story can help them sort out—even if just to a small extent—the wild mix of feelings they’re dealing with. The alternative is far less effective. . .

The opposite of storytelling is “making claims.” This is what most businesses do:

• “We care about you.”
• “We will treat your loved one as if they were our own.”
• “We are 15% less expensive than our competitors.”
• “Our customers report having an excellent experience working with us.”
• “Last year, we helped more families in our state than any other funeral home.”

True or not, a “claim” is a mostly ineffective way of attracting attention and converting that connection into business. Why? Because when the human brain encounters a factual claim, our rational, conscious brains switch on in order for us to determine whether we believe the claim. Even if we believe the claim, we have moved out of our emotional selves and into our logical selves.
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Put more simply: If you want to persuade someone to do something, such as hire you to conduct a funeral, you want them feeling, not thinking.

In 2000, a global study suggested that the average human attention span is 12 seconds—i.e., we devote 12 seconds of conscious focus on a new piece of data until our minds move on to the next thing.
In 2013, another study reported that our attention spans had plummeted to eight seconds.

Twelve to eight seconds in just over a decade—what could account for that? You know, of course: the explosion of Internet technology, computers in our pockets, Instagram, lightning-fast broadband connections—all of it. Never in the history of our species have we had so little time to try and communicate so much.

But there’s good news. While you have very little time to connect with strangers, you have:

• More ways to find customers than ever before
• Technology and social media platforms galore on which to tell your business’ story
• Analytics to help you target your messages with hyper-specificity
• Designers who can make the ordinary beautiful and the beautiful unforgettable
• The Internet

Every time you set out to promote your funeral home, keep this refrain on repeat in your mind: I have eight seconds. I have eight seconds. I have eight seconds.

Once you have their interest, it’s time to tell your story. Here are some cornerstones of brand storytelling. We’ll discuss some of these in more detail at the CANA Symposium, but here’s an advance look.

1. Acknowledge the Customer’s Context: Create stories for every conceivable context, starting with the two most obvious ones we discussed earlier.
2. You Are Not the Hero: Your company is not the hero. The hero is your customers. When you craft stories, especially online, put your families front and center.
3. Find Your Adjective: Don’t just jump to something obvious, such as “compassionate,” and be done with it. Dig deeper.
4. Emphasize the Stakes: For a funeral home, the stakes often boil down to this question: What will happen if a person hires a different funeral home?
5. Invest in Storytelling: You don’t have to break the bank to tell good stories online. But you might need to spend more than you are right now. Invest in top-quality content now, reap the benefits for several turns of the calendar.

Hope to see you in Las Vegas in February! For more marketing, branding, content and storytelling tips, check out the Mighty Citizen Blog.

Andrew shares the stage with presentations from experts across the profession:

• Angelique Simpson of Matthews Aurora will talk about Creating a Culture of Trust at your business.
• Rolf Gutknecht, co-founder of LAads, will show you The Most Important Part of Cremation Marketing: The Message. A panel of practitioners sharing their results will follow.
• Lacy Robinson will help you with Embracing the DIY Consumer.
• Chris Cruger, CEO of The Foresight Companies, talks Business Ethics: How Ethical Behavior Plays a Vital Role in Funeral Service and Consumer Satisfaction.
• and CANA’s own Barbara Kemmis and Jennifer Werthman help you with Retaining and Engaging Employees Through Story.

Your funeral business has many stories to tell. How do you find them and tell them so that they set you apart and grow your business?  Join Adrew Buck and CANA for the 2022 Cremation Symposium February 9-11 at The LINQ Hotel + Experience in Las Vegas. Visit goCANA.org/CANAconnect to see what else we have planned for the event and register to join other innovative thinkers from across the profession. Session sponsored by Batesville