Cemetery Turnaround Case Study
Discovery Assessment
December 2014
We did discovery assessment in December 2014 and implemented our programs January 2015.
Below is actual numbers for combined locations. Further down the page is annual numbers.
The Problem
In December 2014, this cemetery group was looking at some bleak annual numbers for several preceding years.
Having multiple cemetery locations in one state preforming 600+ annual interments total in small, mid, and large markets alike with various market demographics.
Interments declining at an average of 5% annually and daily sales revenue and monthly receivables declining 20% or more annually.
The cemetery case study is an actual company with multiple locations throughout one state in small, medium and large markets. Locations not in the best of shape.
No money for proper maintenance, roads, gardens, office, equipment.
Discovery indicated locations needed cash flow as a priority and AR’s as a secondary.
50% Cremation State
Gross revenue declining prior 3 years 2010
2013 – 1,906,000
2014 – 1,350, 000
2015 – 1,301,000
2016 – 1,457,000
Interments
2011 – 698
2013 – 653
2014 – 630
2015 – 599
2016 – 671
Staff
Sales Manager in 1 location only
No p-n counselors
One f-s counselor in 1 location only
Admin staff handling f-s responsibility in other locations
Maintenance
No equipment, out-source maintenance & O/C’s
Roads & cemeteries needs work
Customer complaints
Memorials
Bronze backlog – memorials on hold from manufacturer for non-payment.
Customer complaints
Operations
Overdue bills, payroll challenges,
Inventory
No p-n or a-n lawn crypts available
Mausoleum inventory in one location
Limited niches in two locations
All locations adequate developed ground spaces
Sales/sales Support
No budget for leads to support pre-need sales (no money)
No FFU programs
**Active reload program**
Discovery agreement using ADDIE method
Implementation January 2015
Personnel Interviewed: CEO, Operations VP, One Acting Sales Manager, Corp Admin Manager, Location Admin Managers, Family Service Manager, FS Staff
***January 2015, discovery locations needed (cash flow priority) and AR’s as a secondary***
Upon taking discovery in December 2014, immediately decided to focus personnel and all marketing efforts to increasing at-need interments which will boost cash.
Immediately implemented welcome, 30, 60 and 90 day letter program to drive receivables and decrease cancellations.
Met with location admin managers, for coordination and training of At-Need & Pre-Need lead and sales programs management and reporting
******Kicked off new a-n and p-n marketing programs******
Met with VP sales, trained, coordinated new fs & pn counselor hiring and training schedule.
In doing so, we shifted the company’s model from reload revenue dependent locations to new property sales revenue locations.