By Mr. Luo (Sales Manager: Mr. Luo)

Dear colleagues in this field!

Are you still under the impression that our clients are solely families seeking to inter their ancestors' ashes? Are you stuck in the traditional mindset of ash storage facilities, passively waiting for customers to come to you? If so, you risk being left behind in the evolving landscape!

Today, let's delve into a paradigm-shifting topic: how the Buddhist Columbarium sector can uncover and engage your "new users"!

In the past, the model was simple: build the facility, promote it, and wait for those in need to purchase a niche. What was the customer's role? Consumption—they arrive, pay, and complete the transaction. While not wrong, this approach is becoming obsolete.

The future of this industry demands a completely new user-centric perspective. Our users should not just be "consumers"; they must evolve into "promoters," "sharers," and even "co-builders"!

What does this mean?

First, we need to develop "non-customers." Who are they? Individuals who currently appear to have no need for our services, haven't contemplated afterlife arrangements, or are unfamiliar with the concept of a Buddhist Columbarium. How do we reach them?

We must communicate the core value of a Buddhist Columbarium! It is not merely a place to store ashes; it embodies the Chinese tradition of filial piety and, more importantly, stems from Buddhist principles of compassion and universal salvation. Through continuous offerings, scripture recitations, and Dharma practices, residents can accumulate merits, dissolve karmic obstacles, and attain rebirth in higher realms. This unique spiritual comfort and cultural depth are unmatched by conventional ash storage options. We need to convey this value to those who prioritize spiritual legacy, family well-being, faith, or emotional solace, transforming "non-customers" into "prospects" and eventually "devoted clients."

Second, we should enable users to "help us generate revenue"—not by extracting more payments, but by turning them into "word-of-mouth ambassadors" and "business partners." How can we achieve this? When customers genuinely recognize the value of a Columbarium and experience our professional, caring, and culturally sensitive services, they will spontaneously recommend us to their circles. We can also design referral programs that reward existing clients for bringing in new ones. Going further, why not engage influential, resourceful individuals who align with our philosophy as "honorary promoters" or even "partners"?

This "new user" mindset will fundamentally reshape the operational model of our industry.

Previously, focus might have been on sales techniques, facility construction, and daily management. Now, we must elevate our priorities to a higher dimension:

Model Design: It's no longer just about selling niches. We must design integrated service systems centered on the core value of "blessing ancestors and accumulating merits for descendants." This could include pre-need contracts, family niche planning, exclusive ritual services, memorial day care, and online tribute platforms. How do we develop partnership models to attract allies with channels and resources—such as temples, community groups, business associations, or insurance firms—to join us in market expansion? How do we create financing strategies to draw capital that appreciates the long-term value and social significance of Columbarium projects, supporting the development of more lawful, dignified, and culturally enriched facilities? Our profitability will then stem not only from niche sales but from services, platforms, and ecosystems.

Team Upgrade: Owners cannot merely act as "head managers" focused on sales and employee supervision. The Columbarium cause benefits both current and future generations, requiring leaders with vision and broader perspective. What constitutes the core team of a boss (Chairman)? It should include "directors," "shareholders," and "strategic partners" who collaboratively make decisions, share risks, and reap rewards—these could be industry experts, cultural scholars, influential religious figures, or visionary investors. The CEO (General Manager) should serve as a "Chief Supervision Officer," ensuring strategy implementation, monitoring service quality, and guiding team growth, rather than getting bogged down in daily tasks. Below them, execution teams for various projects (e.g., sales, customer service, rituals, marketing) can drive operations. Such a structure is essential for scaling and strengthening our endeavors.

Resource Integration: Future competition revolves around ecosystems. The Buddhist Columbarium industry, in particular, must integrate diverse resources. What should we focus on? Funds for construction and development; talent with expertise in culture, service, and operations; channels to reach potential clients; cultural resources through deep collaborations with Buddhist and cultural circles to enhance depth; and policy resources by understanding and leveraging relevant regulations. The owner's most critical role is to network, connect, and synergize these resources to drive progress.

Some say, "Dreams are worth having, in case they come true." For our industry, I believe it's more about: "Dreams are worth sharing, in case others believe in them!" What is your dream? Is it simply to sell more niches, or is it to, through your efforts, help more families honor their ancestors, perpetuate filial culture, and through proper offerings and prayers, genuinely benefit the deceased by alleviating their karmic burdens and guiding them toward better rebirths?

Voice your intention, your vision, and your unique value proposition loudly! Share it with your customers, employees, potential partners, and society at large! When you communicate it abundantly, sincerely, and powerfully, you will naturally attract those who believe in you. They will bring resources, channels, and trust to join your cause. Your "new users" will grow in number, and your Buddhist Columbarium enterprise will transcend mere business to become a virtuous, self-benefiting, and other-benefiting endeavor that leaves a lasting legacy!

From today onward, embrace change, upgrade your thinking, focus on "new users," and harness the power of models, teams, and integration to pioneer a new future for the Buddhist Columbarium industry! This is not just an innovation in business models but a responsibility and commitment to serving society, preserving culture, and practicing our beliefs!

Company: HuaHeng Columbarium Factory Jiangxi, China
Author: Mr. Luo (Sales Manager: Mr. Luo)