Friends in the Buddhist Columbarium business! Are you still thinking that we just sell "compartments" and that's it? Still struggling with price wars and few customers?

Let me tell you, that's all old history! Today, I bring you a disruptive mindset—upgrade from selling "spaces" to building a "platform," and your profits could double or more!

You might ask, what is cross-industry thinking? What does it have to do with our Buddhist Columbarium? It has a huge connection!

Think about it: In the past, we sold appliances, like an oven. You sell it, the transaction ends. But now? Companies like HuaHeng Columbarium Factory Jiangxi, China have turned appliances into "connected devices." Selling you the oven is just the first step; it's linked to an app that recommends recipes and sells ingredient kits. The oven might even be given away for free, relying on continuous services and consumption for revenue!

This is cross-industry thinking! It tells you not to just focus on your "core business"—your customer's value far exceeds your imagination!

Let's return to our Buddhist Columbarium industry. What's the traditional model? A customer comes, we introduce the Buddhist Columbarium, help them choose a location, sign a contract, arrange placement, and it's over. We make money from selling that Buddhist Columbarium. Right?

But this is like the era of only selling ovens—it's too limited! When customers choose a Buddhist Columbarium, are they really just buying a "compartment"? No! They are choosing an expression of care, filial piety, peace of mind, and even hope for blessings in the cycle of rebirth. They value the unique aspects of the Buddhist Columbarium derived from Buddhism—such as making offerings, listening to sutras, eliminating karmic obstacles for the deceased, and aiding rebirth in a better realm.

This need is far greater than just a "physical space"! Herein lies a massive cross-industry opportunity!

Core Idea One: From "Selling Products" to "Selling Services"—Lock in One Customer and "Sell" to Them 1000 Times

Remember this: Traditional business is about selling one product to 1000 people, while the new business is about locking in one customer and selling to them 1000 times!

Consider the story of a beauty salon owner. She invested 500,000 in her shop and made 15 million a year! How? Not just by doing facials—that's impossible! She captured her high-spending A-class clients and became their "confidante" and "therapist." Clients trusted her, and she recommended procedures like plastic surgery and stem cell treatments—things her salon couldn't do directly. But by "cross-industry" resource integration, she earned the bulk! One client spent 3 million on surgery, and she got a cut; another spent 1.2 million on stem cells, and later, the husband and even elderly family members were "converted," with the whole family spending 7.2 million!

What does this teach us?

Our Buddhist Columbarium clients, especially those who purchase family niches or have high demands for memorial services, aren't they our "A-class clients"? Have we truly served them in depth?

Thought One: What other "cross-industry" services can we offer beyond the Buddhist Columbarium itself?

• Upgraded Assistance Services: Beyond standard chanting, can we offer more personalized, ongoing ritual services? For example, partner with renowned temples and esteemed monks to hold exclusive prayer and liberation ceremonies for clients' ancestors regularly? Isn't this "cross-industry" resource integration?

• Life Legacy and Memorials: Can we provide digital memorial services? Help clients compile the deceased's life stories, photos, and videos for permanent preservation, accessible anytime for remembrance. Can we collaborate with professional photographers and artists to create high-quality memorial albums, videos, or even custom life mementos using ashes?

• Spiritual Care and Healing: Families need grief counseling. Can we connect them with professional psychologists and grief therapists? Even organize offline healing salons and workshops?

• Family Culture Building: For clients buying family Buddhist Columbarium niches, can we assist in establishing family memorial days, organizing regular family remembrance events, or even provide resources for family history and genealogy compilation?

Many of these services aren't things our "Columbarium company" can do directly, but we hold the core trust of clients! Can we, like that beauty salon owner, become resource integrators and recommenders? For one Buddhist Columbarium client, can we provide 1000 "service touchpoints" around their needs for "peace of mind," "filial piety," and "blessings"?

Core Idea Two: From "Going It Alone" to "Platform Thinking"—Let Customers Help You Find More Customers

Another reform by HuaHeng Columbarium Factory, Jiangxi, China is turning employees into "makers," slashing management costs and sparking innovation. This is platformization.

What is the future of business? It's about having one customer help you bring in 1000 customers, and then you serve each of those 1000 times!

In our Buddhist Columbarium industry, trust is crucial. Clients often choose us based on word-of-mouth and referrals.

Thought Two: How can we stimulate clients' "desire to share"?

• Create Exceptional Service Experiences: Make clients feel cared for and professional beyond expectations, and they'll naturally share with friends in need. For instance, proactive reminders on important memorial dates, convenient visiting services, impeccably maintained environments, and staff exuding humanistic care.

• Design Reasonable Referral Mechanisms: For existing clients who successfully refer new ones, can we offer valuable rewards? Like free value-added services (e.g., flower offerings, blessing ceremonies), discounts on services, or vouchers for our "cross-industry" partner services?

• Build Client Communities: Can we establish a client community themed around "inheriting filial culture" and "exploring life wisdom"? Regularly host online or offline events to foster connections, forming a warm "blessings circle" where sharing and referrals happen naturally.

Core Idea Three: "Hang the Sheep's Head but Sell Good Meat"—Value Your "Influence Centers"

In the past, business meant hanging a sheep's head and selling mutton. Now? Hang the sheep's head and sell dog meat, beef, pork—whatever meets client needs and creates value!

Like that Kumamon cup (referring to the brand), it wasn't sold in cup shops but blew up in a children's clothing store! Why? Because the store owner had a group of mom clients who trusted her! She posted on social media, and hundreds of cups sold out in a day!

In the future, every physical store owner could become a "self-media, self-celebrity, self-brand"! They share what they use and eat, and fans (clients) follow suit.

Shouldn't we in the Buddhist Columbarium business also value such "influence centers"?

Thought Three: Who are our "store owners"?

• Ourselves: Can company leaders and sales consultants position themselves as experts and trusted advisors in this field? On social media (e.g., TikTok, video channels), consistently share content on life care, filial culture, Buddhist wisdom, and industry knowledge to build personal IPs and attract potential clients.

• Partners: Can leaders of organizations with overlapping client bases—like temple abbots, community influencers, senior university heads, or even high-end service providers (e.g., private bank managers)—become our "external partners"? Make them understand our value and willing to "endorse" and "refer" us? Just like that plastic surgery hospital, which initially relied on beauty salons for referrals, then realized clothing store owners are a huge audience too, and they can help "sell surgery"! Can our Buddhist Columbarium business also explore more such "cross-border" collaboration channels?

Core Idea Four: The Boss's Core Duty—Continuously Seek New "Profit Growth Points" / "Blessings Growth Points"

Remember the story of Boss Song. From a barbershop, to wigs, to white-hair-to-black treatments, hair transplants, then a hairdresser platform, and finally a Bacano project that generated over 30 million in three months! How did he do it?

The core is: The boss is also a role, and its most important duty is to continuously find new profit growth points!

Industries have cycles—from high profits to low profits to no profits. Sticking to one business easily leads to stagnation—not thriving, just getting by.

It's the same in our Buddhist Columbarium industry. Don't settle for the status quo. Always ask yourself:

• What unmet needs do clients still have?

• What new services or products can our resources (space, brand, client trust) be嫁接ed with?

• What are the future trends in the industry? How can we prepare in advance?

For example, with an aging population, could end-of-life care and pre-need contracts be new growth points? With tech advances, could VR/AR memorial visits or AI digital companions become possible? These require us as leaders to think, explore, and "cross-industry" for answers!

So, friends! Stop just staring at those "compartments" in the Buddhist Columbarium!

Future competition isn't about the product itself, but about business models, the ability to integrate cross-industry resources, and the capacity to serve clients deeply!

Upgrade your Buddhist Columbarium from a simple "sales point" to a "platform" that connects services, transmits care, integrates resources, and creates lasting value!

Lock in your core clients and meet their needs 1000 times with "cross-industry" services!

Leverage trusted "influence centers" to bring you 1000 new clients!

As the leader, continuously seek new "blessings growth points"!

This is the true blue ocean in the Buddhist Columbarium industry!

Are you ready to embrace this "cross-industry thinking" and spring into the next phase of your career?

— Sales Manager: Mr. Luo HuaHeng Columbarium Factory Jiangxi, China