By Thomas A. Parmalee
If you work in the deathcare profession, it’s challenging to decide where to spend your time and money.
“The key is to stop trying to be everywhere and start investing where you can make the biggest impact,” according to Joe Weigel, the owner of Weigel Strategic Marketing, which offers innovative marketing counsel and provides strategic communications planning/project execution to deathcare clients.
If you aren’t sure where to start, prioritize channels based on three criteria: credibility, reach and capacity, Weigel suggests.
“Firms shouldn’t try to be everywhere — they should be intentional,” he said. “Start with a strong website, choose one social platform to excel at, use email to build relationships and invest in community outreach you can sustain. Consistency beats volume every time.”
It’s also critical to be the firm that families trust, which isn’t a tagline but something you earn through your track record.
“Funeral professionals build it by being the firm that is transparent about costs when others are vague, and by showing up for families in micro-moments – long after the service is over,” Weigel said. “Essentially, they don’t ask for trust — they provide so much consistent value and honesty that the family simply awards it to them.”
FuneralVision.com recently caught up with Weigel to get more of his insights into how funeral homes, cemeteries, crematories and suppliers to the profession can deliver their message and outpace competitors.
Tell us a little bit about yourself.
I was born and raised in Batesville, Indiana.
My professional journey began in the world of marketing communications. I spent a decade at ad agencies and PR firms crafting communications for global names like Procter & Gamble, Kroger and McDonald’s.
I eventually brought that “big brand” discipline to the funeral profession, initially leading the national launch of the Options by Batesville cremation brand. I later served as chief communications officer for Batesville Casket and then as chief marketing officer for Wilbert Funeral Services.
In 2013, I founded Weigel Strategic Marketing to help funeral professionals bridge the gap between traditional service and the modern consumer. To me, whether you are talking about a global corporation or a local family firm, the core of communication is the same: It’s meeting people where they are and building trust. In funeral service, however, that trust is just much more sacred.
What advice do you most often find yourself giving funeral professionals when it comes to marketing and communications?
The advice I return to again and again is this: Stop trying to “promote” yourself and start trying to serve your community through your communication. When funeral professionals shift from marketing to meaning, everything gets easier — and far more effective.
The best marketing in funeral service isn’t about selling. It’s about serving. When your communication helps people feel informed, supported, and understood, you naturally become the trusted choice in your community.
You often emphasize the importance of credibility and compassion in funeral service messaging. In practical terms, what distinguishes messaging that feels authentic from messaging that families perceive as marketing?
Let me boil down the difference into three core pillars: Language, Focus, and Transparency.
- Relational Language vs. Industry Jargon
Authentic communication sounds like something you’d say at a kitchen table, not in a conference room. Families feel “marketed to” when the language becomes clinical or transactional.
- People First, Not Features First
Many times, funeral service messaging tends to spotlight the funeral home’s assets. Authenticity centers on the family’s experience.
- Proactive Transparency
Trust grows when you’re open—especially about sensitive topics like cost.
Messaging feels like “marketing” when it’s about the business. It feels authentic when it’s about the person being remembered and the family being supported. When we communicate as neighbors instead of vendors, trust follows naturally.
What are the most common messaging mistakes firms make when trying to differentiate themselves in their communities?
Here are three common messaging mistakes I often see firms make when trying to differentiate themselves in their communities:
- Relying on “Generic Excellence.”
Many firms lean on clichés like “Family owned,” “Serving with dignity,” or “Compassionate care” rather than highlighting a unique grief support initiative or a specific way they personalize services.
- Promoting Assets Instead of People
A lot of firms lead with photos of empty chapels, new hearses, or facility upgrades instead of putting the human element front and center.
- Creating a “Credibility Gap” Online
A firm may claim to be modern and personalized, yet its website looks outdated or filled with stock photography. If your online “front door” feels generic, families question the authenticity of your in-person promises.
Bottom line, the biggest mistake is shouting credentials instead of showing value. Real differentiation happens when a firm stops telling the community it’s the best— and starts demonstrating that it’s the most helpful, transparent, and people-centered.
How should messaging differ between national brands and local funeral homes — if at all?
Messaging strategies should vary significantly because the competitive advantages of a national brand are fundamentally different from those of a local, family-owned home. While both must lead with compassion, they should lean into different “value pillars.”
Here is how the messaging should differ:
- National Brands: The Power of Scale and Stability
National brands (or corporate-owned firms) often have access to deeper resources. Their messaging should focus on consistency, reliability and breadth of choice.
- Local Funeral Homes: The Power of Presence and Legacy
Local, independent firms thrive on intimacy, community roots and flexibility. Their messaging should feel like a neighbor helping a neighbor.
Regardless of the size, the “North Star” of messaging must always be the family. A national brand should never feel “cold,” and a local home should never feel “amateur.” Both must bridge the gap between professional expertise and genuine human empathy.
What role does storytelling play in funeral service marketing, and how can funeral directors uncover stories that are appropriate, ethical, and meaningful to share?
Storytelling is essential in funeral service because it shows the heart of the work. It helps families understand how you care, not just what you offer. A single meaningful story can communicate compassion, personalization, and trust far more effectively than any slogan or list of features.
Storytelling works because it proves your values instead of claiming them. When shared with permission and sensitivity, stories become one of the most authentic ways to show the compassion and purpose behind funeral service.
What does a clear, compelling value proposition look like for a funeral home, and how should it be expressed across different touchpoints?
A compelling value proposition isn’t about a firm’s history; it’s about the peace of mind they provide. It looks like a firm that says, “We take the logistical weight off your shoulders, so you can focus on the emotional journey.” They express this by being transparent online, attentive on the phone, and creative in the arrangement room. When the message is consistent, it builds a shield of trust around the family.
How can funeral homes use owned channels (like blogs or newsletters) to establish thought leadership without sounding self-congratulatory?
To lead without bragging, a firm should focus on utility over vanity. Thought leadership is about being the most helpful resource in the room. If your blog solves a problem — like explaining how to write an obituary or navigate social security benefits — we don’t have to tell families we’re experts; our helpfulness proves it. We shift the focus from “Look at what we did” to “Here is what we can do for you.”
Drawing on your background in corporate communications and media relations, what should funeral professionals understand about how journalists evaluate stories?
Journalists don’t judge stories based on what matters to your firm or your internal priorities. They judge them based on what matters to their audience. When funeral professionals understand that shift, their pitches become far more effective, and their media relationships get stronger.
How can funeral professionals proactively build relationships with the media before a crisis or sensitive situation arises?
Proactive media relations is about moving from a transactional relationship to a relational one. Funeral professionals should aim to be a “Resource,” not a “Resident” of the news. By offering themselves as experts on grief or funeral service trends during calm times, they build a “credibility bank.” When a crisis does occur, they aren’t strangers to the press; they are trusted professionals who have already proved their transparency and commitment to the community.
If a funeral home could make just one meaningful improvement to its messaging this year, what would you recommend it be — and why?
Shift your messaging to be unmistakably family centered. Most funeral homes talk about their services, facilities and history. Families, however, are listening for something different: “Will you understand what we need, and will you help us create something meaningful?”
When your communication focuses on the family’s experience — their concerns, their choices, their desire to honor a life — you instantly become more relatable, more trustworthy, and more memorable. It’s the single change that elevates every channel you use, from your website to your social posts to your in-person conversations.
Why did you start Weigel Strategic Marketing … and who is your ideal client?
I started Weigel Strategic Marketing because I noticed a significant gap in the funeral profession. While there were plenty of marketing resources for creating websites, handling social media, or designing brochures, no one was providing funeral firms with truly effective communications support—specifically in the areas of earned media and public relations. In that regard, most firms were “winking in the dark” — doing incredible work in their communities but failing to share that story in a way that built real authority and trust. I knew that by applying the same strategic rigor I used for global brands, I could help funeral professionals own their local narrative.
As for my ideal client, I work best with firms that are ready to “Make Their Message Matter.” My ideal partner isn’t just looking for a new logo; they are looking to be the most trusted voice in their community. They are firms that recognize the consumer has changed and want to use sophisticated PR and earned media strategies to stay relevant. Whether it’s a family-owned home or a large regional operation, my ideal client is anyone who understands that in today’s environment, being ‘the best’ isn’t enough—you have to have the communication strategy to prove it.
Do you serve suppliers, funeral home operators, or both?
I work with both suppliers and funeral home operators, and that balance is actually one of my strengths. Because my firm is intentionally small, I’m nimble enough to support start-ups, innovators, and individual funeral homes that need hands-on guidance, quick turnaround, and a partner who can help them find their voice in the market.
At the same time, with more than three decades in funeral service communications, I also understand the complexities and expectations of established companies and national brands. Larger organizations often come to me when they need strategic messaging, earned media support, or a fresh perspective on how to communicate with families, partners, or the press.
That combination — agility for smaller clients and deep industry experience for larger ones — allows me to meet companies wherever they are in their growth. Whether it’s a single-location funeral home, a supplier entering the profession, or a long-standing organization navigating new challenges, I’m able to tailor the approach to fit their needs and help them communicate with clarity and credibility.
What do you love most about what you do – and what makes you different from others who provide similar services?
What I love most about my work is the ability to help funeral professionals tell their stories in a way that feels authentic, human and genuinely useful to the communities they serve. And what sets me apart is simple: I don’t try to be all things to all people. I stay in my lane — and that lane is earned media, strategic communication, and PR.
I love helping funeral professionals communicate with purpose — and I stand out because I stay true to what I do best: earned media, strategic messaging and elevating the profession through thoughtful, credible storytelling.
Some funeral companies and funeral homes might be concerned about the cost of working with a marketing consultant. Are you available on a per-project basis or a monthly retainer? How exactly does pricing work?
I work with clients in two ways: on a project basis or through a monthly retainer, depending on what they need and how involved they want me to be. Both options are designed to make the process comfortable, predictable and budget-friendly.
Many clients start with a single project — a press release, a media pitch, or a communications plan — and once they see the value, that often evolves into an ongoing retainer relationship. A retainer gives them consistent support, faster turnaround and a partner who understands their voice and goals.
Regardless of the arrangement, I’m very intentional about transparency. Before I begin any project, I offer to provide a written estimate outlining the scope, deliverables and cost, so there are no surprises. Clients know exactly what they’re getting and what it will take to get it done.
In short: I’m flexible in how we work together, I tailor the approach to each client, and I make sure pricing is clear and predictable from the start.
Learn more about Weigel Strategic Marketing.
