By Mr. Luo, Sales Manager at HuaHeng Columbarium Factory Jiangxi, China

Fellow professionals in the Buddhist Columbarium industry! Do you believe that as long as you design the niches beautifully, maintain a solemn environment, and offer attentive service, clients should flock in continuously, and HuaHeng Columbarium Factory should prosper effortlessly? Wrong! Absolutely mistaken! If you fail to control management costs, you might exhaust yourself only to remain in "busy poverty"!

In the next few minutes, let's delve into the fundamental principles of managing companies involved in Buddhist Columbarium and columbarium halls, revealing how to minimize operational expenses and achieve sustainable growth. Remember this: all management efforts ultimately aim to reduce costs! Take Foxconn as an example—its strength doesn't lie in flashy phone designs but in极致 cost control. Similarly, in our Buddhist Columbarium sector, we provide a special service that寄托哀思 and carries family emotions. A serene environment, dignified ceremonies, and warm service are essential. However, if pursuing these "qualities" leads to bloated internal processes, inefficient staff, and severe resource waste, it's like the saying, "The surgery was successful, but the patient died." You invest immense effort to deliver seemingly perfect services, yet the company earns no profit or even incurs losses due to high costs—does that make sense?

What truly defines good management? It's the ability to provide Buddhist Columbarium products and services that meet or exceed client expectations while keeping costs as low as possible!

So, how do we reduce costs?
First, target management—but not by setting unrealistic goals! A common mistake many bosses make is setting unattainable targets during market booms, such as, "Sell 100 Buddhist Columbarium units this month, and you'll get a hefty reward!" This is like setting the bar too high for a dolphin just entering the pool—impossible! The result? Employees face immense pressure, either failing to meet goals or resorting to unethical means that harm client interests and the company's reputation, incurring even higher costs!

True target management is like training dolphins. When a newcomer joins, they might be unfamiliar with the cultural background, sales processes, and service details of the Buddhist Columbarium. You can't expect them to become top sellers immediately. Your goals should be phased:

• Week One: Familiarize with all Buddhist Columbarium product types, understand the cultural features and the significance of临终助念, and confidently address basic client queries. Upon completion, offer recognition and rewards (like giving the dolphin a fish).

• First Month: Independently handle client receptions, explanations, and contract signings, achieving a certain level of client satisfaction. Reward again and slightly raise the bar.

• One Quarter: Reach basic sales targets or, in service roles, achieve zero complaints and high praise.

See? The core of target management is understanding your employees and setting achievable yet challenging goals that foster growth. This gradual elevation helps employees improve their service skills and sales techniques. When every staff member—whether a sales advisor,客服, or maintenance specialist—advances in their role, meeting or exceeding expectations, team efficiency rises, and unnecessary costs naturally diminish.

So, bosses, stop fixating solely on overall targets and decomposing them. Instead, invest time in understanding your "dolphins" and setting growth-oriented goals. This is the essence of target management and the first step in reducing hidden costs.

Once you clarify the company's broad objectives and set growth paths and targets for each "dolphin" (employee), you can design your organizational structure more clearly. The sales department focuses on market expansion and performance achievement;客服 handles client relationship maintenance, consultations, and after-sales support; the engineering department (or similar) manages Columbarium installation, hall maintenance, environment cleanliness, and ritual event support. Each department and role has defined responsibilities and goals, staffed with capable individuals, enabling the entire company to operate like a precision instrument—efficiency increases, and costs naturally drop.

With the structure in place, the next practical step is performance and compensation—how to distribute rewards! Here, many Buddhist Columbarium companies often stumble on key points:

• Salary is based on the position, not the person! For a sales advisor role, set at ¥8,000 according to market rates and job duties—anyone competent should earn that. Don't pay ¥6,000 to a newcomer or ¥10,000 to a veteran based on seniority. Salary should reflect the position's value, ensuring fairness and attracting and retaining talent.

• Use "probation period discounts" cautiously! Many companies offer discounted salaries during probation, but think: why would a top sales or service talent choose you for a reduced wage? Saving a few thousand yuan during probation might deter skilled, experienced, and compassionate individuals suited for this special service, leaving you with less capable hires. Poor service leads to client dissatisfaction and reputational damage—how high is that hidden cost?

• Dare to "eliminate" poor performers, backed by "competitive salaries"! Buddhist Columbarium services involve families grieving lost loved ones, so quality is paramount. Employees'言行 affect client emotions and trust. Thus, "kindness doesn't command troops"—bosses must courageously weed out those with bad attitudes, incompetence, or team disruption. Your confidence comes from offering attractive pay! Competitive salaries in the industry continuously draw excellent talent. With a talent pool, you can confidently "select the best and eliminate the worst," maintaining team professionalism, service warmth, and overall strength. The secret: hire fewer people but pay them more!

Finally, a reminder to all bosses: avoid the trap of "better management leads to faster collapse"! What does this mean? It refers to sitting in the office all day, obsessing over attendance, optimizing reimbursement processes, holding endless management meetings, and creating numerous rules. While necessary standards are important, over-"managing" and forgetting the essence of our Buddhist Columbarium mission is dangerous!

What is our essence? To provide a pure, dignified resting place for the deceased where they can listen to scriptures, eliminate karma, and find peace; and to offer a platform for the living to寄托哀思, gain spiritual comfort, and pass on filial piety and family memories. So, where should your focus lie?

• How to enhance the cultural and spiritual value of the Buddhist Columbarium, making it more than just a "niche"?

• How to deliver more贴心 and humane services that truly soothe clients' grief?

• How to use effective channels to raise awareness about the Buddhist Columbarium as a special burial option and its significance?

• How to conduct each ritual event more lawfully and completely, truly benefiting the deceased?

Remember: more business, more problems; less business, fewer problems; no business, all problems! Instead of over-focusing on internal "refined management," dedicate effort to market expansion, client service, and enhancing core value. By enlarging the "pie," many internal management issues will resolve themselves.

Serving every family well, allowing the deceased to rest in peace and the living to find solace, is how we in the Buddhist Columbarium industry reduce the "greatest costs" (trust and reputation costs) and achieve lasting success!