Posted By Administration,
Tuesday, May 21, 2019
Arguing. Fighting. Physical violence. Destruction of property. Extreme denial. When I ask funeral professionals about their most difficult challenges, I frequently hear about extreme behaviors in the arrangement room. Not only are the stories jaw-dropping, but they seem to be getting worse and more common over the years. In the face of anger and rudeness, it can be difficult to generate empathy for the bereaved. That’s why I think it is valuable to do our best to understand the source of these extreme behaviors. We may be able to be more patient and gracious if we understand what is causing these behaviors.
One way to make sense of these behaviors is through the lens of “defense mechanisms” – a concept originally developed by Freud. When you hear the name “Sigmund Freud,” you might immediately dismiss anything developed by a pipe-smoking, sex-obsessed, Viennese physician from the early 1900s. Even as a psychologist myself, Freud isn’t my favorite guy; I believe many of his perspectives are outdated, misogynistic, and outright wrong. However, some of his theories and perspectives have stood the test of time and can provide valuable insights into human motivation and behavior. I hope you will continue reading to discover if these 3 examples of defense mechanisms match your experiences in the arrangement room. I suspect you will discover that you actually agree with Freud on several of these concepts.
While I love giving a good lecture on Freud (seriously, just give this former college professor half a chance…), we don’t have the time or space for a full exploration of defense mechanisms. In a nutshell, Freud said all people use defense mechanisms to reduce anxiety or mental discomfort. Most of the time, these defense mechanisms are relatively normal and healthy; they only become problematic when they are used in extreme ways. For example, “denial” is one of the most commonly used defense mechanisms. A common experience of denial related to bereavement is when you reach for your phone to call a loved one, only to quickly remember they are deceased.
There’s absolutely nothing abnormal or pathological about this – our brains are simply used to them being alive and it takes a moment for that reality to reappear. On the other end of the continuum of denial is an extreme reaction. For example, when the police find that a family still has grandpa sitting at the dining room table – eight months after he died. All defense mechanisms can be viewed on a continuum; mild and common uses of reducing anxiety and pain or extreme situations when the individual’s reaction is much more dramatic and often pathological.
It is important to note that defense mechanisms are largely unconscious responses. Or put another way, these are not deliberate or premeditated strategies. They still hurt if you are on the receiving end, but I don’t want you to think these are intentional efforts designed to attack others. They are the unconscious reactions of someone trying to deal with painful thoughts and emotions.
Although Freud and his daughter, Anna, described several dozen defense mechanisms, we are going to focus on three that you may see in the arrangement room: displacement, projection, and reaction formation.
Like denial, displacement is a very commonly used defense mechanism. Displacement is when we take the angry or aggressive impulses toward one person and “displace” them on another, usually safer, target. For example, let’s say your boss yells at you and it makes you angry. You realize that it isn’t smart to strike back at your boss, so you go home and yell at your spouse, yell at your kids, or kick the dog as a way to displace your anger onto a ‘safer’ target. (I fully realize that getting angry at your spouse may not be a “safer” target – this is just an example. Also, don’t kick dogs.)
A common example of displacement in funeral service is when the bereaved are angry at the deceased. Perhaps the deceased wasn’t a kind person. Perhaps the bereaved are angry that the deceased didn’t take better care of themselves or go to get a check-up when they suggested it. But even though they are angry, Western culture states that it is not acceptable to “speak ill of the dead.” So where does that anger and frustration go? Sometimes it goes to a “safe target” like the funeral professional. They may assume they won’t see you after the services conclude and therefore you are a safe target for their anger – even if you haven’t done a thing to deserve it. Have you had situations where the bereaved are angry at you for no apparent reason?
Have you ever had someone accuse you of only caring about money? A second defense mechanism, projection, might be a part of their response. Projection is the process of taking our own feelings and thoughts that make us uncomfortable and then dealing with them by projecting them onto someone else. A common example of projection is when we deal with our own self-hate by projecting that view onto others. Projection takes “I don’t like myself” and turns it into, “He/She hates me for no reason” or “Everybody hates me.” It reduces our anxiety and negative self-worth to suggest it is coming from others, not from oneself.
Here are some examples of what a person might be feeling and how they may project that onto the funeral professional:
Bereaved individual’s thought: “I’m curious about death and death-related procedures, but am worried about how others will judge my curiosity.”
Projected onto funeral professional: “Why are you so obsessed with death!”
Bereaved individual’s thought: “I’m so angry at my mother for not taking better care of my father and look what happened.”
Projected onto funeral professional: “Why are you treating my mother so badly!”
Bereaved individual’s thought: “I wonder how much this is going to cost. I could desperately use some extra money right now.”
Projected onto funeral professional: “You’re only obsessed with money!”
A third defense mechanism that may arise in funeral situations is the use of reaction formation. Reaction formation is when a person takes a thought or feeling that is uncomfortable and attempts to convince themselves (and others) that they don’t really have that view by making an extravagant display that is the opposite of their true feelings. For example, if a man found himself sexually attracted to his best friend’s wife, he might deal with the anxiety caused by those feelings by suggesting that he doesn’t like her at all. (We see an example of this exact scenario in the movie Love Actually: It’s a self-preservation thing, you see.).
In funeral scenarios, reaction formations arise when the bereaved hates the deceased yet acts as if they were perfect. The bereaved reacts by choosing extravagant funeral products and having an elaborate funeral. Freud would suggest this individual is attempting to convince themselves that their feelings of hate don’t exist. Of course, later the bereaved individual may resolve those feelings of hate and wonder why they spent so much on an elaborate funeral. I suspect this is when they unfairly turn the blame on the funeral professional and say things like, “You tricked me into spending a fortune on the funeral!”
In the Arrangement Room
While many other defense mechanisms come into play, these are three that appear frequently. After learning about these defense mechanisms a natural question is, “How does a funeral professional respond in these situations?” That is the focus of my presentation: “Defusing Conflict in the Arrangement Room: Strategies from Family Therapists” at the CANA’s 101st Annual Cremation Innovation Convention. I will be reviewing how funeral professionals can better understand the conflict that sometimes arises in the arrangement process as well as strategies funeral professionals can use to defuse these situations. I hope to see you there!
With a wide range of valuable networking and educational opportunities, the CANA Convention features sessions from presenters carefully chosen to make the most of your time away from the office and ensure you leave with practical takeaways.
We can’t wait to welcome Dr. Troyer to the CANA stage in Louisville this August. See what else CANA has planned for our 101st Cremation Innovation Convention: goCANA.org/CANA19.
Can’t join us? We’ll have recordings available so you don’t miss out on this amazing content.
Dr. Jason Troyer is a grief expert, author, former psychology professor, and therapist. He provides grief support newsletters, Facebook content, and informational videos at www.GriefPlan.com/funeral. He also provides community presentations, professional workshops, and trainings on behalf of funeral homes and cemeteries. Dr. Troyer can be reached at DrJasonTroyer@gmail.com.
tips and tools
Posted By Administration,
Wednesday, May 8, 2019
Updated: Friday, April 26, 2019
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 Home
I 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 Zone
There’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 Market
We 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 Effect
I’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
John McQueen is a 2nd generation funeral director and embalmer in Florida. Like many next gens, John started out working in the family business at an early age. Upon his father’s untimely death, John took over running the funeral operations when he was 22, along with his brother Bill and sister Maggi. In 2010, John bought out his siblings and together with his wife, Nikki, continued to grow the operations into the largest family-owned funeral home in Florida. Known as the “idea guy,” John and his team are always on the cutting edge of innovation within the profession. John has been active in numerous state and national associations serving in all capacities.
John sold his company to Foundation Partners Group in August 2017 and is excited about being a part of the FPG family. John and Nikki just released their book, Lessons from the Dead: Breathing Life into Customer Service which shares many of the customer service techniques they use, as well as some from other well known companies, to deliver exceptional service.
Posted By Administration,
Wednesday, April 24, 2019
Updated: Monday, April 22, 2019
So you're looking to generate more revenue for your local cremation services business. Where do you start?
Your website will rank better in local organic search results if you work to improve its search engine optimization (SEO), but while that's a valid strategy, it takes a while to kick in. It could be six, nine, or even twelve months before you see significant ranking improvement vs. your local competitors.
I recommend improving your SEO, but that's more of a long-term (or at least medium-term) strategy. In the short term, it's all about pay-per-click advertising, aka PPC. When it comes to bang for your buck, this tool is awfully hard to beat.
You get the benefit of immediately appearing atop search engine results pages (SERPs) on searches for cremation providers in your area. You can customize your ad on the fly to better attract clientele. And because you only pay when someone clicks on your ad, there's no wasted money on old-school "impressions" or unqualified leads.
And the top priority for employing PPC, of course, is to do so on Google Ads. Sure, there are other PPC platforms — including Bing, Yahoo, Facebook, LinkedIn, Twitter, and even Amazon — but you must always start with Google.
Google currently owns about 90 percent of search engine market share, so there's literally no point to starting anywhere else. Once you're up and running with Google, you can branch out further if you have plenty of marketing budget left over for PPC.
To that point, you need to be aware of recent upgrades to Google Ads (previously "Google AdWords"), specifically its Expanded Text Ads. Thanks to these changes, you really are getting far more bang for your buck.
The short version is that you now can include more text, and thus more information, in your cremation services ads. Prior to the change, you were limited to two headlines and one description line: a total of 140 characters (including spaces) to get your message across.
By comparison, Google displays (at minimum) about 150–156 characters of text in meta descriptions, the summary you provide of your webpage content, which are designed to convince people to click on organic links to your site. You can see the challenge in having only 140 characters to persuade people to click on an ad.
But now you get an extra headline ("Headline 3") and description line ("Description 2"). Each headline allows for 30 characters. Descriptions used to be limited to 80 characters, but Google has since bumped that to 90 characters each.
That's a total increase from 140 characters max to 270 characters in each ad (not including the "path fields" portion of the display URL, which indicates where the searcher ends up after clicking the link). When you put that extra text space to use, you virtually double the amount of info you convey without increasing per-ad spend.
How It Works
Google reports that larger PPC ads tend to see click-through rates 15 percent higher than smaller ads. When Google last made a move to include more real estate in each ad, advertisers reported click-through increases of 20 percent. That means more people reading about what your company offers and landing on your website.
With that said, understand that the extra space won't always appear to searchers. Google's big on responsive design (web pages that display in a friendly fashion on any type of device or screen), and it practices what it preaches. That means ads display differently when they're viewed on mobile devices vs. desktop computer screens.
One way to accommodate disparate displays is to show a smaller version of an ad, which means truncating Header 3 and Description 2. So make sure you use those spaces for extra information that potentially drives more conversions and not for information that's absolutely critical to the meaning of your message.
Making the Most of 130 Characters
With that in mind, how do you put the extra space to work advertising your business? First, consider how you can expand previous messaging to be more effective or clear.
Did you take out words (or use acronyms instead) in previous text ads? If so, you could put that text back in to ensure meaning is more readily apparent to those outside the industry.
For example, if you previously abbreviated "celebration of life service" to "COL service" or "alternative container" to "alt container," you might be able to spell out those terms for greater clarity.
Also, you could add another feature or benefit message in your ad. Your secondary messaging might include the availability of a large urn selection or assistance in arranging unique final dispositions.
Expanded ads make it possible to share more about your business with searchers at the first touchpoint. Leverage them wisely to increase traffic to your pages and generate more cremation revenue.
Welton Hong, is the founder of Ring Ring Marketing® and a leading expert in creating case generation from online to the phone line. He is the author of Making Your Phone Ring for Funeral Homes, 2019 Edition.
tips and tools
Posted By Administration,
Wednesday, April 10, 2019
Updated: Tuesday, April 9, 2019
Conflict. Confusion. Controversy. Crisis.
Those are NOT the 4 C’s of effective messaging. Instead, those often are the negative ramifications of poor key message development. Think about nearly any life situation where there is conflict, confusion, controversy or crisis. Nearly every time, one root of the problem is failure to communicate important information.
We’ve all seen the results of bad messaging. People misunderstand a public policy because the explanation is laced with complex jargon understood only inside the Capitol building. Or, the reputation of a person or institution becomes woefully out of date because no one has made time to refresh the words they use to describe themselves. Often, bad messaging thwarts success when it comes to public awareness and reputation management.
A fundamental component of any communications campaign is crafting effective key messages that support the organization’s overall goals and accurately convey information to the most important audiences. Simple, but far from easy to do.
The four C’s of effective messaging are:
Simple, non-ambiguous terms are best. The faster you make the main point, the better. And, if you can inspire the listener to imagine a mental picture of exactly what you have in mind, that’s fantastic.
Consider President John F. Kennedy’s speech to Congress on May 25, 1961:
“First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.”
The immediate reaction to most must have been, “Wow!” And, to this day, Americans remember that it was Kennedy who proclaimed the United States would put an astronaut on the moon… and then in 1969 we did.
Think about how scientific jargon and bureaucratic language could have killed the inspiration of the moment if they’d crept in. What if the President’s speech had led with a recitation of complicated technological advances that would make space travel better? What if he’d talked for five minutes about metals, plastics, thermodynamics and aerodynamics? What if he’d waited until the end to mention that a human being would walk on the moon – and then come back to Earth?
Highlight the gold nuggets of your messages distinctly and right away.
Employ well-chosen words and phrases that are unique to your organization, are memorable and distinguish you from others. You don’t want to sound like everyone else. So, identify words and phrases that are pinpoint-accurate, novel, and best describe you, yet are terms that your competition absolutely cannot use. Curate a collection of the most alluring words possible that stay true to your mission and purpose. Avoid the generic.
After facilitating countless messaging sessions for clients over the years, I can assure you that everyone is promising “high quality” products and services, “providing outstanding service,” and “excellence.” So many call themselves “the premier” organization in their field (some spell it “premiere,” but that’s a different conversation). And, it seems that every other organization will guarantee you they’re making an “impact,” helping you achieve “impact,” or even more cringe-worthy, they’re “impactful.”
Transform those overused words into bigger, aspirational ideas. Dare to be fresh and shake up the status quo.
Well-chosen words also help you build and maintain credibility. If you’ve adopted messages that are true and unique to your organization, people will understand and believe what makes you special. You want to use charismatic words in a balanced way, so they convey enthusiasm without hyperbole and support credibility at the same time.
Use fewer words. The best key message sentences are short and pithy, packed with powerful words that speak for themselves. Concise language and writing always win the day. In today’s “click, click, click” world, it’s even more imperative to speak and write in shorter, more interesting sentences.
A “No Trespassing” sign is concise and clear, and the treacherous dune cliff behind the sign is consistent with the message.
Resist the urge to use a whole paragraph to explain each key message sentence. If the key message needs explaining, it’s not an effective key message sentence. Start over. Simplify. Break it up. Go back to your mission statement. Think about what a 30,000-foot view would look like. What is the one, simple point you need to make? Re-write the key message. Repeat with other key messages.
Boiling down the essence of an organization to three to five key messages is an ideal way to start. Organizations that communicate best do this. Those three to five key messages need to stand on their own with no propping up and no footnotes. Every organization can do this. Again, it’s simple, but not easy.
To some, three to five key messages may seem too constricting. Keep in mind that once you’ve crafted those overall messages, you may choose to write supporting key messages. However, those supporting messages are reserved for use only in situations where your audience – not you – wants more detail and supplementary information. Don’t foist unwanted words on people you are trying to engage. Be ready for them to tell you that they want more. Your supporting key messages also must use clear, concise and well-chosen language.
Whether you are the leader of a corporation, a nonprofit, an association or the United States of America, it’s your responsibility to ensure consistency of message. You and everyone else who speaks or writes on behalf of your organization must use your organization’s painstakingly-crafted key messages every time.
This consistency underpins credibility and builds staying power in brand identity and reputation. Message consistency also is paramount in internal communications and is a lynchpin of healthy corporate culture. I’m not endorsing robot-like recitation of scripts. Instead, the goal is that all communications use the key words and phrases of the organization. This leaves room for each speaker to adapt the key messages to his or her speaking style. And, it allows people to write about the key messages in ways that are consistent with the overall meaning.
Organizations that communicate best ensure that all representatives know the key messages and are well-practiced in conveying them. This starts with board members who spend time internalizing key messages, so they can present them to internal and external audiences to advance the goals of the organization. It continues with rigorous training for executive leaders and communications professionals whose jobs require them to define and explain the organization every day. And, many organizations ensure that every front-line professional is well-versed in key messages, so all of them can handle workplace situations in ways that support organizational goals and culture.
We PR types always preach that consistent messages and repetition are the hallmarks of effective communications. But can being consistent and repeating a key message become tired and boring?
How do you keep messages fresh and vital while still repeating them so that your intended audiences remember your main points? How do you strike a balance between repetition that builds strong brand recognition and repetition that makes your story so stale that people say, “Oh, no, not THAT again?”
It boils down to one communications rule that may be more sacred than staying consistent with messages:
Know your audience.
It’s always about the audience first. The best communicators formulate what they’re going to say based on their audience’s needs. Why should this group care about what I want to tell them? What’s in it for them? What words and anecdotes will best resonate with them? The way I perceive the situation is less important than how the audience will receive it, so how do I immediately hook their interest in my topic? If I tell the old chestnut story again, will this audience relish it or disdain me? Answering those questions before you open your mouth will make your key messages fresh and tailored to the audience and prevent you from boring them with old chestnuts.
Sort and Balance the Chestnuts and Messages
The audience’s appetite determines whether your story is a luscious treat or a stale old chestnut. Before you address a group, understand their point of view and tailor your consistent messages to the audience’s needs. If they hunger for chestnuts, go ahead and tell those old stories that resonate best with them. If not, stay with the consistent key messages, freshened up.
This post is excerpted from Kathy Schaeffer Consulting, LLC blog posts: Chestnut or Consistent Message? (August 14, 2018) and 4 C’s of Effective Messaging (April 11, 2018). You can read these and more recommendations for public relations strategies including public speaking, persuasive writing, and communications on their publicly available blog: http://www.ksapr.com/ksa-blog.
Public relations activities help you build a positive reputation and educate important audiences in your community long before members of those audiences need your company’s services, and long before you need their support, such as for plans to build a crematory in your community or expand your operations. The CANA PR Toolkit, developed with professional PR firm Kathy Schaeffer Consulting, LLC, is designed to help you craft your PR strategy to grow your reputation and educate your community. This exclusive member benefit is available online and on-demand, whenever you need it most.
Kathy Schaeffer, principal of Kathy Schaeffer Consulting, LLC (KSC), is a lifelong Chicagoan who now spends her time in Chicago and Michigan. Kathy founded Kathy Schaeffer and Associates, Inc. (KSA), her issues-oriented Chicago PR firm, in 1994. Today, through KSC, she continues to serve clients trying to make the world a better place. CEOs praise Kathy’s media and spokesperson training and strategic counsel. Intuitive, inquisitive and straightforward, Kathy stands apart from sycophantic publicists. When she’s not working, you'll find Kathy swimming, biking, cooking or tasting wines.
tips and tools
Posted By Administration,
Wednesday, March 27, 2019
Updated: Monday, March 25, 2019
This one is a special blogpost for our supplier members — and anyone else who's ever had to transfer the excitement from their table to the masses walking by.
In 2017, the Center for Exhibition Industry Research (CEIR) released an eight part Attendee Floor Engagement Report from a comprehensive study of exhibitors at trade shows. We read it through and identified a few key takeaways that we hope will provide inspiration for enhanced engagement with attendees at your next trade show.
People to Product
This is the ultimate goal for anyone at a trade show and everyone knows it. You have something you want someone else to buy. That could be an urn, software, intellect, or a preneed contract. And CEIR reports that this is the number two reason why attendees keep going to trade shows: so they can interact with the products themselves. So your focus should be on getting people to your booth and selling them on the value of your product.
The good news is that data shows that people like free stuff. The pens, candy, and hand lotion you pass out are appreciated. This is especially true at a CANA show — our association doesn’t give our attendees bags, paper, pens, or any of those goodies so they’re extra appreciated from you! Plus, these end up back at home or the office where they are shared with colleagues.
The bad news is that the paper handouts aren’t as appealing as the free stuff. We know this from both the data and the folders, business cards, catalogs, and more they’ve collected from you but left on the cocktail tables at the end of day at a CANA show. Instead, people are looking for digital versions — a screen in the booth for a quick glance or a pdf to share back home right then (especially if they can send it themselves). That way, they still have two hands free for a drink and a handshake.
If your product or service isn’t a tangible thing, or is too large to demo in your booth, you’ll need to get creative to allow attendees to engage with the product or service information in a meaningful way. Here too, a screen can allow someone to get the feel for your product with a demo, a video, or tutorial. After all, the goal is for them to understand how your product or service meets their business need.
If your product or service supports it, a sale on the premises and a receipt emailed to the office yields instant gratification for the attendee, and a satisfied customer for you. The data shows that many exhibitors aren’t doing on-site purchases, but the ones that do report high usage by attendees. Going through the whole sales cycle on-site is easier for some products than others, but there are still opportunities with big ticket items: if you can at least schedule a phone call to explore their needs further, or even better, send a quote then and there, you’re that much farther into the process.
People to People
But we’re getting ahead of ourselves, because we forgot Sales 101: people buy from people. Data shows that the most valuable tool on the show floor is emotion. Initially, it’s friendliness and approachability that welcomes someone to your booth, and we don’t have to tell you that means eye-contact, a smile, and stepping from behind the table or display. Then, trustfulness and credibility shows that you’re not some flash-in-the-pan product that’s here today and gone the next — we’re an industry of long relationships and they want to know that their business (and equally importantly, their families) can count on you when they need you most.
But to really hook them, it’s the connection of their problem to your solution and the resulting weight off their mind. Giving them that “aha” moment or that warm feeling that comes with a meaningful product to serve their communities better will go a long way to building your loyal customer. That comes from listening. There are no silver bullets, one-size-fits-all in our profession (even though your product probably comes pretty close). So you need to start by asking them about their business, their community, the persistent challenge that occupies them on their commute, and offer a solution that meets their unique needs.
In some cases, it’s the marketing or sales person that’s best for this job, but data shows that it really depends on your product and goals. Highly technical products — like software and hardware — can often benefit from a technical person at the booth. This person can answer questions, provide recommendations, and tell attendees how this product can work for them. In other cases, someone from upper management is your ace in the hole. With their credentials, the executive can wield their position to build stronger relationships and shorten the sales cycle.
Technology to People
Across the board, data shows that exhibitors have been slow to add a technological component to their attendee engagement strategy. Whether through social media, the event app, or even emails, few exhibitors are doing it. But, those that are have seen value.
In general, these broadcast platforms are about buzz and thought leadership, not the sales cycle. This means that you’re working to stay in people’s awareness as a resource they might need in the future. These avenues are also great places to tell people where they can see your product in action and meet people with answers — your end goal is getting them to the booth for that emotional response.
Before you even register for the event, you want to demonstrate thought leadership or ways to think about problems they face and provide solutions your audience can use. But when you know you’re going to be at a trade show, treat it like the event it will be and start getting excited. Tap into the culture of the event and share the host’s posts to grow your audience both online and on the floor. Build buzz about the event and your booth — who will be there and what will you feature? On site, you have two audiences: the ones that are with you and the ones at home, but sharing photos will appeal to both! Other offers like free stuff, purchase discounts, and raffles will bring the people to your booth and keep the buzz going at home.
After the show is over, it’s back to thought leadership — hopefully a bit wiser from all the great event programming. When people get back to the office, they’re usually playing catch up with everything, and the energy they got from the ideas at the event quickly fades to the background. Anything you can do to recapture that emotion and keep the momentum going (while solving something with your product) will be welcome.
Education to People
Attendees report three primary objectives when attending a show — engagement with people, product and learning. These become the three pillars which all exhibitor and show organizer activities should fall under.
The first two objectives — engagement with people and product — are usually met in the booth. Attendees gain knowledge through their interactions with booth staff, whether that be with product/technical experts, sales staff or management. The quality of these interactions is the top ranked reason that attendees come to an expo, CEIR reports. They also love to interact with products- whether that’s picking them up and holding them, playing with a software program, or pressing buttons on a demo unit.
The third objective — learning — can be fulfilled in multiple ways. Providing skills-based education on your product, whether it be sales tips for cremation products like urns, short-cuts for software programs, or best practice tips for equipment, goes a long way toward meeting attendee objectives and building those relationships. If your show host offers it, participate in skills-based education or learning sessions outside of your booth. Finally, one-on-one, small group learning sessions are very popular; host short sessions at your booth at scheduled times and provide education (not sales gimmicks) on hot button topics about which attendees crave more information.
Set Your Goal
Exhibitors report three main goals when exhibiting at an event:
This was 73% of all companies, looking to introduce their product to new people. While this sounds like you can count how many people are at the event compared to how many people you talked to, the math isn’t that simple. As valuable as people are, contact with decision-makers is key — just like having management staff man the booth shortens the sales cycle, so does talking to management attending the event.
That said, lead capture was the easiest way to track this. At many shows, this is digital now with badge scanning to capture contact information allowing the conversation to flow faster.
More than half (58%) of all companies say getting their name out there is key. Called “impressions” on social media, this means you want to know how many people can now say they’ve heard of your company, your product, and seen your logo. And it doesn’t take a table to do it, which is why exhibitor profiles and digital engagement is so important, and why alternatives like sponsorship can be so valuable.
Here, it’s most useful to know where exhibitors are featured and how many people saw and interacted with listings there, often from the show host.
The third most common reason for exhibiting is relationship management (46%). Connecting with current clients and furthering the sales cycle with strong leads is key in this category. In many cases, this is measured by time away from the booth — side meetings, dinners, a tab at the bar, and other things that convey a mutual investment between your clients and the company.
In that case, the amount of time you spend on each of these activities is the real measure of success.
To a much lesser extent, exhibitors attend to announce a new product (23%), to offer special promotions (18%), establish themselves as thought leaders (13%), or connect with other exhibitors as partners or distributors (12%).
Overall, both trade show hosts and participants are thinking about the attendee experience. This move toward experiential design brings everything from the above plus the atmosphere and the culture of the host organization and location into account. From CANA’s perspective, we’re thinking about the most enjoyment people can get out of our event locations, not just our programming. We host exhibitor training to teach them what a CANA event is like for everything from arranging shipping to our vibe. And we make sure that our promotional materials for the event are on brand for the conference and our association. As exhibitors, you do the same: choosing your events for their match with your goals, sending the right people to work the table, telling prospects to join you there, and getting your logo front and center. It’s the goal of every event host to work together with the exhibitors to make sure that the attendee experience is one to remember and tell others about.
So, how do we make changes, as exhibitors and hosts? (1) Be intentional about choices. Don’t just look around and see what collateral is cluttering the office and who hasn’t gone to a show recently. Know your audience, know your event, make the right choice for them. (2) Get feedback about the event. Don’t add the notch to your chair and move to the next. Ask the host for data about who attended, what your exposure was like, and do your own data collection from attendees on the floor or after about your booth and offerings. (3) Keep the experience alive. Don’t end the show and the conversation. Build some lead up excitement for the event, host a client or just promote your presence on the floor, and follow up about the show and the experience after.
Face-to-face is still one of the best ways to connect, and trade shows provide a perfect way to start. In the spirit of continuous improvement, CANA has implemented new tools for the upcoming convention to help you act on some of these suggestions. Our new event website and event app offer you the opportunity to increase your exposure by having expanded exhibitor profiles in both places, as well as more places for your logo to be displayed. Through the event app you’ll now have the option to add lead-retrieval. Finally, the event app allows you to send messages to attendees as well as invite them to meet with you through a calendaring function. We hope these new features make your next show with us even better. And if you won’t be at the CANA convention, we hope you can use these ideas to make your next event great, wherever that may be.
Registration is open to exhibit at CANA’s 101st Cremation Innovation Convention! Join us in Louisville, Kentucky and get your product in front of key-decision makers for funeral homes, crematories, mortuaries, and cemeteries across North America. We place our trade show in the same room as our programs to keep the funeral directors and cemeterians interacting with our exhibitors all day — plus, you can benefit from the presentations, too!
Jennifer Head is the Education Director of CANA. She plans the events and works closely with exhibitors and attendees to constantly improve CANA events and shows.
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