A long life in the death business is not uncommon in Britain, but even so, Levertons is an exceptionally old brand. Like many undertakers, Levertons was originally a carpentry firm, branching into coffin making and eventually providing the full ceremonial works. Alan Slater, CEO of the National Association of Funeral Directors (NAFD), says that even today a cottage industry approach remains: “A lot of our members are still builders and cabinet-makers. In rural areas particularly, funeral directors still combine these skills.”

The arrival of SCI on British shores caused some consternation in the industry. Gascoigne says, “There have been big changes. Dignity brought a lot of concepts into funerals and were criticized. The large groups lack the personal touch. They try lots of gimmicks but they really need to get back to the core. You can be big and still offer a personal service.”

But one person’s gimmick is another person’s customer focused brand development strategy. Cooperative Funeralcare is Britain’s single largest funeral chain, performing 80,000 funerals per year. In 2002, they established the Funeralcare Forum, a public panel featuring leading media and charity personalities. This was part of what the company called a Funeralcare Initiative, and it included a new design concept for funeral homes. “We want to get away from velvet curtains and dark and gloomy interiors, and make them more modern, welcoming and bright to take the fear out of funerals,” says Cooperative Funeralcare spokesman Phil Edwards.

While this is a differentiated strategy from traditional firms, it may not appeal to all. Gascoigne describes a recently refurbished Cooperative Funeralcare branch in Birmingham as “like something out of the space age. People see it as cold.”

Dignity Funerals also promotes a more modern brand-led approach. Dignity’s corporate communications and marketing manager Lesley Ferguson believes a brand focus is essential in the changing social and consumer environment. “All services have raised their game in response to a more demanding client,” she says. “With funerals, clients make a distress purchase. Nevertheless they want to choose someone who is professional and flexible. We want the Dignity logo to be recognized and understood as representing service and value for money.”

Factors such as increased mobility mean a change in the traditional balance between local brand funeral directors and corporate groups, Ferguson argues. “Having a recognized network in the country and a recognized brand gives clients confidence,” she says.

Although Dignity is refurbishing its businesses with corporate colors, standardized literature and the logo on the fascia, where private firms have been acquired, the original identity is retained as a trading name. “We are making a small strategic series of acquisitions,” says Ferguson. “We trade under the original name because one of the big drivers is reputation and local knowledge. But we make it clear on every single branch that it’s part of Dignity.”

In fact, the prognosis for the British funeral trade is bright – and Dignity might prove to be the pioneers of a new model for the British way of observing death.

Slater of the NAFD points out that there is currently a significant amount of venture capital in the market, tempting private firms to sell up. The reason? Although presently the market is flat, around 2015 the baby boom generation will clock up its three score and ten. “At the moment, improving margins and increasing market share are the main challenges – thus [an investment of ] money into marketing from the big players,” says Slater. “But there will be a sharp increase in the death rate. The larger groups will take a greater share. But they’ll co-exist with the family funeral director. We’re not going to see their demise.” Instead, perhaps we’ll see a reincarnation of the funeral industry.    

[12-Apr-2004]