Posted By Administration,
Wednesday, June 12, 2019
Updated: Tuesday, June 11, 2019
Many funeral directors are facing more and more direct cremations with no services. They are at a loss as to how to overcome that trend. There are many ideas, theories, notions and educated guesses as to why families choose cremation. Cost. Environmental footprint. Control. Convenience. Lack of information. Religious affiliation, or lack thereof. All of those certainly are factors and can play a part in any one person’s decision. So we are going to look at the three Big C’s in Cremation.
I would like to go back in time to the early ‘60s when cremation first came on the profession’s radar, and find that first funeral director who said, “Well, I guess I shouldn’t charge as much for this since I’m not embalming or casketing” and take him out. I’m not a violent person by nature, but really?? That idea got started somewhere and we all just went along with it. Sure, let’s charge less for something that takes just as much time to accomplish, has much more liability, and requires just as much staff involvement. That makes perfect business sense.
Within that nonsense also was created the message to families that they were somehow lesser-thans or 2nd class funeral customers. I actually worked for an owner who said to families, “We bury our dead, we burn our trash.”
Because we didn’t take these families seriously and did not take their needs for a meaningful funeral service to heart, they left. Why would I pay $8,000 to someone who thinks I’m not as important as the people who buy the box? I can be ignored at the $695 box-and-burn immediate disposer who is more than willing to take my money and do nothing else for me.
Families are hiring us to perform a service. If I hire an orthopedist to perform surgery on my shoulder, his price is for the surgery. He doesn’t talk about which instruments he might have to use or the amount of time it might take or how many nurses will have to be in the room. He says, “This is my price to fix your shoulder.” Why can’t we have a price for body preparation? Yes, we’d have to figure out the correct GPL language but we could certainly have more productive conversations with our client families if we didn’t have an if/then/or approach to pricing.
Yes, for a small group of people the cremation choice is made based upon cost. But the large majority are choosing cremation based upon control. These people have attended bad services in their past and are determined that they are not going to go to another one. If I have a burial, then I’m beholden to the funeral director to get the casket from point A to point B and so I’m stuck with whatever service is offered to me. I can’t throw the casket in the back of my car and drive off and arrange a service that fits me. But I can walk out with an urn in my hand and have control over the type of service that I hold.
We’ve all been to “bad” services. The cookie-cutter, insert name here, hope someone says the name correctly, impersonal ritual that offers nothing about the person and what his death will mean to those mourning his loss. Every time one of these boring, hurtful or meaningless services occurs, another immediate disposition/no service is created. People say “When I die, don’t do that!”
Cremation offers a choice, a sense of control over what happens in a memorial service. Does that mean that most are held at someone’s house or at a bar or a restaurant with toasts and stories? Probably. Does that mean that the value of having a gathering that celebrates the life and explores the grief and provides a guidepost for mourning the loss is lost? Definitely.
Once I served as a Celebrant for an 80 year-old-man who died of suicide. It was a difficult service, but we honored his life and talked about the depression over health issues that caused him to make such a choice. We discussed what the grief journey was going to look like for those who were trying to make sense of the death. We encouraged the standing room only crowd to be an integral part of the family’s next steps as they turned tears into memories. It was a pretty good service.
That afternoon I received an email from a woman who was in attendance begging me for a copy of the service. This lady tracked me down and said she needed a copy of my words. So, I asked the family for permission and I sent her a copy.
Her backstory was this—her son died of a heroin overdose and her daughter, his twin, died of suicide four years before. They did not have funerals either time. They cremated, then met at a restaurant and told stories. They did not trust that someone could handle such delicate and hard situations, so they just avoided. She needed those words to help her on her own grief journey. This happens hundreds of times across the country to our Celebrants.
Because the celebrant is a ceremony expert, focused solely on the ceremony and often devoting much more time to the ceremony than funeral directors and clergy can, the celebrant can be a tremendous resource. What celebrants offer can even be attractive to those who initially think they don’t want a ceremony at all.
—Diane Gansauer, Director of Celebrant Services, SCI Colorado Funeral Services in Metro Denver
Until we change the service experience for those families, they will continue to walk away. Our pricing, our lovely chapels, our offers of assistance—they’ve been there and done that and don’t trust us to be able to do something that is meaningful.
Which brings us to the final C:
My bedrock message is “Celebrants can change your business, Celebrants can change your families, Celebrants can bring your cremation families back to your firm.”
The religious landscape of our country is changing. The percentage of people who identify as a “None”—not religiously affiliated, not engaged with a church—is rapidly growing. Statistics from the Pew Research report show that almost 25% of the overall population now considers themselves “nones” and over 35% of millennials are disenfranchised with religious experiences.
This has incredible implications for funeral service. Some funerals homes have stained glass windows, Bibles in the foyer, hymns on the speakers and scriptures on their websites. There is nothing wrong with having an ability to serve your religious families, but today anywhere from 25% to 80% of your community does not identify or resonate with those representations. If all you have to offer is a minister and a religious experience, they are going elsewhere.
High “nones” equal high cremation rates. It’s just that simple.
The greatest impact a Celebrant can have with a family is the one on one interview time, an opportunity to sit down and become part of the decedent’s family, by hearing and learning first-hand about the life of their loved one, and sharing a personal glimpse into the life of the decedent with friends and family at the funeral service. That is one of the greatest gifts you can ever give to the family. Out of that experience comes the most gracious of compliments that you will ever receive, which is to hear at the conclusion of the service how well you knew the loved one. The Celebrant experience gives you that opportunity to serve the family in ways you may have never dreamed possible.
—Kevin Hull, Vice President and Location Manager, Cook-Walden Davis Funeral Home
Celebrants are the answer for a majority of your cremation families. So many of them are not offered any options by their funeral professional. So, they either opt for the rent-a-minister or do nothing. Another immediate disposition walks out of the door.
When someone attends a service where every word of the service is focused on the life, on the family, and on the grief experience, their decisions can change significantly. “Oh. . .we can have this kind of service? Then I’m willing to talk to the funeral director about paying for THAT” Over 50% of the services I perform through referrals from funeral homes in my city come from someone who attended another service and came back and asked for that Celebrant. People pay for value. People pay for meaning. People pay for gatherings that heal.
My friend, Ernie Heffner from York, PA, ran numbers on his Celebrant services and found that cremation families who used a Celebrant spent 36% more on other goods and services. It’s not about the money. It’s about the value, the experience, the assurance that someone is going to hear their stories, to honor the life and work with them to put together a service that fits them. People pay for meaning.
I did a service for a man in his 40’s who drank himself to death. He left an estranged wife, a 19 year old daughter, 18 year old son, and a brother who was a recovering alcoholic himself. This meant two hours of slogging through a lot of baggage and feelings to get to the stories and to give them permission to say what was needed. But we put together a service that honored his life while being honest about his struggles and his demons.
After the service, the brother handed me a thank you card with $300 in it. The funeral home had already given me a check for my Celebrant fee of $400. I said, “Oh, you’ve already paid me.” He said, “Please just take it.” The card read “Thank you for performing J’s service and I especially thank you for the time you spent with us Sunday evening. I’m hoping it provided as much healing to the others as it did for me. Thank you.” People pay for healing gatherings.
In today’s world, the most crucial element in helping a family lies in the ability of the Celebrant to actively listen and recreate what they have heard into something with meaning and value. Celebrant Training is funeral service’s best option to develop the skills to become an outstanding funeral professional. At our firm, all of our funeral directors must go through the Celebrant Training so they can understand the importance and value of working with our Celebrants to help the families have a truly outstanding experience. This is especially important for cremation families that are looking for something other than traditional services. Celebrant Services play a major role in making Krause Funeral Homes a place of exceptional funerals.
—Mark Krause, President
Krause Funeral Homes & Cremation Service
We’ve been saying this since 1999: Families need a service to begin their grief journey in a healthy and honest way. Unless we are willing to provide the professionals and the services that they are looking for, they are going to walk away. When families have options, funeral homes are going to lose every time unless their option is better, more appealing and soul touching.
Looking at everything we do when it comes to serving the cremation family—pricing, style of service, presentation of choices, availability to Celebrants who can do exactly what the family wants and needs – is the only way that full-service funeral professionals are going to stay in business. How we deal with all of the C words will determine how much farther down the road we get to travel.
CANA is partnering with Glenda Stansbury and the InSight Institute for the second time this July to offer Celebrant Training. Limited to 40 attendees, this course packs a lot of information, emotion, and training into three days but is increasingly considered a must for the most successful businesses in the US.
Learn more about this class coming to Louisville, Kentucky from July 29-31 and register online.
Glenda Stansbury joined InSight in 1996 as Marketing & Development Director. She has worked as an educator, teacher trainer, and seminar developer. She is a practicing Celebrant, adjunct professor at the University of Central Oklahoma Funeral Department and is a licensed funeral director/embalmer. Glenda is available for speaking to funeral professionals at state and national conventions or for private staff training. For more information, contact Glenda at email@example.com.
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.
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