Funeral Home Customer Service A-Z

Creating Exceptional Experiences for Today’s Families

By Alan D. Wolfelt

Center for Loss and Life Transition

Copyright © 2004 Alan D. Wolfelt, Ph.D.
All rights reserved.
ISBN: 978-1-879651-44-9

Contents

More praise for Funeral Home Customer Service A-Z,
Title Page,
Copyright Page,
Dedication,
Also by Alan Wolfelt,
Epigraph,
Preface,
Chapter One – Boiled Frogs and Other Phenomena,
Chapter Two – The New Customer: Boomers and Beyond,
Chapter 3 – It’s the Experience that Counts,
Part Two – A-Z: An Alphabetical Exploration of Key Customer Service Issues in Funeral,
Service,
Aftercare,
Arranging,
Attitude,
Balance,
Body,
Burnout,
Change,
Children,
Committals,
Communication,
Competition,
Cremation,
Details,
Donors,
Don’ts,
E’s,
Education,
E-mail,
Empathy,
Energy,
Eulogies,
Excellence,
Family,
First Impressions,
Gatherings,
Groundrules,
Helping,
Hiring,
Holidays,
Innovation,
Leadership,
Listening,
Location,
Manners,
Media,
Memories,
Micro-managing,
Misconceptions,
Motivation,
Niche,
Obstacles,
People,
Personalizing,
Planning,
Pre-Need,
Pricing,
Products,
Promptness,
Qualities,
Restrooms,
Revitalization,
Ritual Specialist,
Secular,
Speeches,
Spirit,
Students,
Superstars,
Surprise!,
Symbols,
Telephones,
Ten Freedoms,
Thank Yous,
Training,
Triangle,
Underperforming,
Value-Added,
Values,
Visitation,
Websites,
Websites,
Why?,
Words,
Workshops,
Worktapes,
Wow,
You,
ZZZzzzzz …,
Send Dr. Wolfelt Your Customer Service Gems!,
Bring Dr. Wolfelt to your community!,
Seminars for Bereavement Caregivers,
Griefwords,
Also by Dr. Alan Wolfelt,

CHAPTER 1

Boiled Frogs and Other Phenomena

A frog placed in a pan of boiling water simply jumps out, saving itself.

But a frog dropped into cool water that is then gradually brought to a boil does not jump out. Instead, it enjoys the water’s initial warmth and seems to be unaware of the rising temperature. As the heat increases, the frog becomes disoriented and eventually boils to death.

Is your funeral home saving itself or are you boiling to death?

Like the cool water that is gradually brought to a boil, funeral service is changing, slowly but surely. If your funeral home is not consciously and proactively registering and responding to these incremental changes, you will surely suffer the same fate as our amphibious friend.

Is your funeral home saving itself or are you boiling to death?

The good news is that saving yourself from the simmering waters of funeral service is as simple as providing dynamic customer service that results in exceptional funeral Experiences for families. Any funeral home that puts its mind and applies its heart to this task is up to the challenge.

The Service Crisis Challenge

First, let me acknowledge that the majority of funeral directors — owners, managers and frontline personnel alike — genuinely want to deliver exceptional customer service. Across all of funeral service, in both small and large funeral homes, family-owned and corporate, most people truly believe that the “customer is king.” However, close observation of funeral service suggests that there is often a gap between the desire to offer excellent service and the performance of that service.

Here are a few of the reasons for this phenomenon:

• The Customer Has Changed

The consumer-focused movement that began in the 1960s dramatically changed people’s expectations of business throughout North America. The government responded to the Ralph Nader advocates and created new consumer protection laws, such as the FTC’s Funeral Rule. The politics of consumer protection raised people’s paranoia that they might be ripped off and increased their general service expectations as well.

Today’s consumers are better-educated. They want value for their money and aren’t afraid to ask for explanations of charges. Nor are they afraid to comparison shop. In fact, for some people today there is more cachet in saving money on funeral services than there is in spending a lot of money.

In addition to being more savvy shoppers, today’s funeral home customers have also been influenced by our mourning-avoiding, efficiency-based culture. To paraphrase these social influences, “I don’t want to hurt and the funeral makes me acknowledge pain. Besides, faster is better.” Many, though certainly not all, primary survivors lack an understanding of the value of ritual and downplay their need to mourn the death.

You may have also heard it said that the new customers “don’t always know what they want, but they do know what they don’t want.” They don’t understand funerals and they need funeral care providers who will simplify and demystify the process for them.

See Chapter 2 for more on the new customer.

• The Death of the Product Solution

Today, funeral service is much less product-driven than it has historically been. In the past, the customer was more interested in the casket. Today’s funeral director must consciously work to create a package of experiences to offer families in conjuction with — or even instead of — the product. To survive into the future, funeral service must focus on being customer- and experience-driven, not product-driven. After all, the same casket can usually be provided by different funeral care providers or casket merchandisers and accessed via the Internet. The difference between one funeral home and another has increasingly become the package of experiences that come with the product.

• Management Philosophies Have Resisted Change

Today’s new customer requires a new management philosophy. While some funeral homes have adapted more contemporary management methods, many are still operating on a dated model. Consider the ways in which a 1950s management model vs. a 2000s management model might respond to various customer service challenges:

CHALLENGE 1950’S MODEL 2000’S MODEL

Requirements of Assume requirements are met. Constantly research
Family Served 75% of families wanted the requirements and
same thing (traditional change as
funerals) appropriate
Level of Nice to have good service Major priority of
Service and assume it is provided management.
Priority
Constantly train
staff to focus on
excellent service
and the creation of
meaningful
Experiences.
Communication Top down, directive style Interactive, bottom
Patterns of management. up style of
Among Staff management.
Employee feels fortunate Employee is seen as
to have a job an internal
customer of
management.
Measurement Families served tell us Customer-centered
of Quality we did a good job, high goals are created
of Service level of service quality and continually
Delivered assumed. measured.

In short, today’s funeral home managers must actively promote excellence in customer service if they are to keep in step with contemporary management philosophies. Funeral homes that fall back on the status quo will find themselves falling behind in market share.

Several years ago, George Land wrote an interesting book entitled Grow or Die. In his book he proposed a growth model for how organizations and markets change. You may be familiar with a number of change models, but I think Land’s best applies to contemporary funeral service.

In his model there are three phases of growth:

Phase I: Formative

Phase II: Normative

Phase III: Integrative

In the first phase, also called the formative phase, the business or profession is just starting up. Think of today’s dot-com companies. Formative businesses either find a successful pattern or close up shop. In its formative phase, characterized by small, family-run funeral homes, funeral service indeed found a successful pattern and continued on to Phase II.

The normative phase is a period of high productivity and profitability because the success pattern has been identified and is being replicated efficiently. Certainly during the first three- quarters of the 1900s, funeral service enjoyed the benefits of this normative phase.

But at some point in late Phase II, the business or profession hits the proverbial wall. They have grown as much as they can using the old success pattern. Markets change, growth in profitability and market share flattens and the search for new solutions begins. The call for changing the basic business and services strategies grows loud and strong. At the same time, the customer often changes.

Funeral service saw the rumblings of late Phase II as early as the 1970s. Customers began to ask for cremation. Low pricing and cremation began to be marketed in tandem. Cremation societies and direct disposition specialists emerged. The funeral home consolidation trend also began. Preneed sales reemerged (it was first popular in the 1930s, during the Depression) as a marketing focus. Boomers began to come of age. The customer changed and the market changed.

The business of the past is not, and cannot be, the business of the future.

Funeral service now finds itself in Phase III, the Integrative phase, which calls for a contemporary management philosophy. The question facing many in funeral service is: Will you thrive in Phase III, or will you slowly drift away, close down or sell out (an option less attractive and viable than it was 15, 10 and even 5 years ago, when independents sold out for big money to consolidators, who have since struggled to survive)?

The business of the past is not, and cannot be, the business of the future. But there is a future in funeral service. And for funeral homes that heed the demands of the Boomer generation and experience economy, that future is both exciting and bright.

• The Importance of Employee Training Has Been Overlooked

Without ongoing training, owners, managers, and employees will not provide top-notch customer service. Everyone benefits from being exposed to new skills, attitudes, concepts and ideas.

While mortuary colleges have made strides in teaching customer service skills, the bulk of the educational experience is still on embalming and preparation. Employers should not assume that the new graduate is qualified to fulfill the customer service obligations of the position.

My experience suggests that many funeral homes place little, if any, emphasis on ongoing staff training. The potential result can be a downward service spiral. One unhappy, untrained employee can result in many unhappy customers. The more the customer is unhappy, the more the staff is unhappy, and so the cycle continues.

One negative interaction between a staff member and the family being served can cause headaches; that small incident can overshadow all of the good things. This fact alone underlines the importance of ongoing customer service training for every funeral home employee, from the funeral director to the part-time assistant.

• The Evolution of the Large Corporate Structure

Of today’s 23,000 funeral homes across the United States, about 20% are owned and managed by large corporations. It is common knowledge that many of these have been struggling with disappearing profit margins (and in some cases, bankruptcy). As an organization grows, it tends to drift away from the needs of the frontline customer. Sometimes it is tempting for the corporate executive to increase prices to enhance cash flow while downplaying the need for an ongoing focus on customer service excellence.

Corporate growth may also lead executives into focusing more on the convenience and needs of the organization than on its customers. Even well-trained frontline employees cannot overcome the problems of rigid systems, foolish rules, and cost-driven policies that might create customer service glitches.

As the corporate hierarchy grows and policymakers become more distant from customers, the risk is that people in the system may forget who the customers are. Though this is certainly not true of all corporations in funeral service, I have observed that it has happened to some of the major players. To their credit, they are now making an effort to focus more on the needs of families served.

The challenge for funeral service corporations small and large is to keep their ears to the ground and listen to what the customer, on the local level, is telling them. Bottom- up management techniques facilitate this process. In large part, the question is: Can these corporations reinvent their corporate culture, from being acquisitions-focused to operations-focused companies? At present, the jury is out on this one. It would seem that independents are better positioned to create Experiences.

Developing a Service Strategy

Developing a service strategy involves defining your potential customers, discerning their expectations and matching their expectations with your ability to deliver service (see Planning). Operating a funeral home without a defined service strategy may have worked 25 years ago, but it won’t work today. Without such a strategy, you don’t know who your customers are and how much they value different aspects of the products, services and experiences you provide.

Funeral homes across North America must realize that this service crisis affects them all.

Owners, managers, and frontline employees must realize that customer service excellence is a strategic process. Lipservice, slogans on stationery and advertisements won’t suffice in today’s world. Families served and those you hope to serve must be at the center of all your management decisions, changed attitudes and customer-friendly behaviors.

Moreover, funeral homes across North America must realize that this service crisis affects them all. Funeral homes in small communities sometimes think that customer service problems only apply to large funeral homes in large cities. This is simply not true. If it hasn’t already, the service crisis will soon reach even the smallest of funeral homes.

So who are your customers and what do they want? They bear little resemblance to your customers of past generations, that’s for sure. They’re skeptical, they’re surly and again, they don’t always know what they want, but they do know what they don’t want. They’re Boomers and they’re taking the world of funeral service by storm. Let’s get to know them a little bit better.

CHAPTER 2

The New Customer: Boomers and Beyond

It has been said that funeral service is one of the few recession-proof businesses. At this writing, about 2.3 million Americans die per year. This figure is expected to remain relatively constant until the year 2010, at which time the number of deaths will swell as the first wave of the Baby Boomer generation reaches life expectancy.

Do these statistics foretell a bright future for funeral service?

Yes and no. While demographics do guarantee future numbers (how many industries can say that?), Boomers are a new and very different customer of funeral services. Understanding their wants and needs and then tailoring services to not only meet but exceed those needs is increasingly essential for funeral homes. Conversely, failing to truly serve Boomers (and their progeny, Generations X & Y, after them) will be the downfall of many funeral homes.

A couple of years ago, Batesville Casket Company commissioned a national telephone study,* talking with more than 800 consumers 40 and older. Their objective was to better understand consumers’ attitudes and beliefs about funerals and funeral products. Under the assumption that a generation’s experience of growing up in the same era collectively shapes their thinking, attitudes and behavior, Batesville smartly chose to analyze data from a generational perspective rather than breaking out respondents by gender, income or education.

Batesville’s study looked at “GI Generation” consumers, born 1901-1924; “Silent Generation” consumers, born 1925-1942; and Boomers, born 1943-1964. Of the three groups, they found Boomers to be much less satisfied with the funerals they had been a part of. They were also dissatisfied with the arrangement process, wanting more information, more time to make the arrangements and more ideas for personalizing the service. Finally, Boomers didn’t value the casket nearly as highly.

Coupled with these findings about Boomer predilections is the fact that Boomers don’t attend many funerals. According to the 2000 Wirthlin Group survey, on average people attend less than one funeral per year, down from 1.5 funerals per year just 10 years ago. Nearly one-in-three 30-year-olds haven’t been to a funeral in the last two years. Boomers are not accustomed to making funeral arrangements and haven’t attended many services. Naturally, this means they are often not aware of the value of funerals.

And then there’s the concomitant upswing in cremation rates.

The Cremation Association of North America reports that in 1999, 25% of all the people who died in the U.S. were cremated, skyrocketing from the 1962 figure of 3.61%. The same organization projects the cremation rate will surpass 40% by the year 2010, and climb to 50% by the year 2021.

However, the use of cremation in the U.S. varies greatly by region. For example, states with 1999 rates higher than 50% included Hawaii, Washington, Nevada, Oregon and Montana. On the opposite end of the spectrum were Alabama, Mississippi, West Virginia, Tennessee and Kentucky — all with cremation rates at 7% or less. Nonetheless, even these states with lower cremation rates saw 2-4% increases from 1992-1999.

In Canada, 42% of all the people who died in 1998 were cremated, up from 36% in 1994. This figure is projected to rise to 47% in 2010. As in the U.S., however, Canadian cremation rates vary by province — just over 73% of British Columbian’s were cremated in 1998 versus 19% of New Brunswick residents — but continues to rise overall.

(Continues…)Excerpted from Funeral Home Customer Service A-Z by Alan D. Wolfelt. Copyright © 2004 Alan D. Wolfelt, Ph.D.. Excerpted by permission of Center for Loss and Life Transition.
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