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I am often asked "how do people know when your WHY is clear?" The wonderful thing about a WHY is when it's clear, you know it...and so does everyone else. Sounds suspicious right? What you just read is a manifesto, a statement of belief, from the home page of a company called Yoga To The People. Do you know what they believe?
Even if you've never been to there, you probably have a very clear idea of what the experience would be like? It might not surprise you that they charge $7 for a class...or that on same days, the cost is just a donation. Their goal is to get back to the essence of yoga - to relax. As they say, "Yoga is meant to help strengthen and stretch your arms and legs, not cost you one!"
This manifesto is a statement of WHY they exist. WHY they do what they do. What they believe wasn't buried deep in some "about us" page - it was right on the home page. Because Yoga To The People starts with WHY, anyone who comes to their site knows exactly how they see the world and already has some level of expectation of what their products and services will be like. And they didn't have to read a single brochure.
When people believe what you believe, it piques their interest to either learn more or buy from you without much "selling" required. If people don't believe what you believe, they will either turn away or do business with you anyway because you meet some other requirements. In other words, you won't lose those customers, but you will gain some very special, high quality ones. Start with what you believe, start with WHY, and you can instantly filter and attract the customers most likely to be loyal.
Surf around the web, look at some other companies and you'll quickly see websites with home pages filled with details, prices, facts, photos - everything to "attract" new customers. But none of it really does. And of course, your IT professional will tell you the importance of filling your homepage with more instead of less. All that does is attract more people but it doesn't inspire them to do business with you.
The best part is, if you have the discipline to start with WHY and if someone believes what you believe, even if they don't buy your product, they may talk about you to their friends...or blog about you. And that blog may attract more new customers than the one you think you lost.
p.s. let me know if you visit their studio because of this blog.
"I'm homeless. I'm hungry. I've got 6 kids. I've got AIDS. Pleas help. God bless," reads the handwritten cardboard sign sitting in front of the homeless man. Sometimes we are drawn to give and sometimes we're not. Regardless of what you may think is happening that sign he are holding is in fact a piece of marketing. The question is, is it an effective piece of marketing?
As much as we like to think we are giving selflessly, the fact is, every time we drop some spare change into the cup of a homeless person we are completing a perfectly legitimate business transaction. What the homeless are selling is the feeling of goodwill...and sometimes we buy it. More importantly, our decision to buy goodwill from one homeless person or another is based on all the same decision-making principles as any other purchase decision we make everyday. And, like most businesses, the homeless use marketing to help drive the transaction. In their case, billboards.
If the principles of communication work the same way for a company as they do for a homeless person, I decided to do a little experiment to prove it.
We found a homeless woman in New York who was willing to help. Sitting on the corner of 23rd St and Park Ave, she told us that she makes between $20 and $30 over the course of an 8-10 hour day ($30 constituting a good day). Her sign was similar to the norm - I'm homeless, I'm hungry, please help, etc. She agreed to use our sign the next day and with it, she earned $40 in 2 hours.
So what did the new sign say?
For starters, it didn't talk about her. Like so much bad marketing out there, her original sign tried to sell based on facts and details about her without considering why anyone would give to her in the first place. We don't know if any or all of their claims she presents are true and, like companies, she has also experimented with which claims work better than others.
Companies are no different. They offer features and benefits, facts and figures, everything they think we need to know about their product or service to encourage us to buy. A computer company, for example, tries touts the superior memory and the processor speed or other bells and whistles. A law firm tells us they are one of the biggest firms with all Ivy League attorneys. A cereal company tells us their product is packed with vitamins and minerals and is part of a well-balanced diet. But why should we care? They've spent most of their time and energy telling us about them without saying a single word about us.
Claims or no claims, what if the whole marketing approach was completely flawed? What if effective marketing had nothing to do with features and benefits at all?
Good, effective marketing is that which talks about the buyer not the seller. We don't care about the seller, we care what we can get from the seller, and I don't mean the product attributes . We want things that reflect our own values and beliefs, things that fit into how we live our lives.
So what can companies learn from the homeless? Stop talking about yourselves and start talking about why anyone should care. Talk about our lives and simply place yourself and your products comfortably into our lives. That's exactly what we did with that homeless person's billboard.
And what about that sign? What did the new sign say that was able to double revenues in a quarter of the time?
It said simply: "If you only give once a month, please think of me next time."
Click here to download a PDF version of this article
This piece originally appeared in the Huffington Post
In the 1970s, there were two choices of Colgate toothpaste. The last time I checked, Colgate is now up to 32 different types of toothpaste. With 32 options, I'm not sure anymore which one I should choose to get my teeth clean. There is this rather odd assumption that companies have that more is better. The problem with more, is that more is never enough.
The best example of companies trying to differentiate simply by offering more is in the razor blade business. I still remember the commercials. "Because two blades is better than one." "Because three blades is better than two." "Because four blades is best." "Because five blades gives you a closer shave than four." Companies like Gillette and Schick spend so much time and money trying to convince us that each blade they add is better, they forgot to do something that actually distinguishes one company from the other. I ask all you who are reading this - which company is better? See what I mean.
Value is not a see-saw. A company and it's products either have the perception of value in a consumer's mind or they don't. Simply by adding one more of something does not mean that there will be a sudden shift in loyalties simply because one manufacturer offers more than another. More raisins. More chocolate chips. More taste. More destinations. More channels. More features. More, more, more. More confusion is all it creates.
A real value proposition, one that can truly differentiate one company from another, is not pegged to the number of features offered. A real value proposition is born out a company's ability to articulate what its values and beliefs are. Believing they offer you a closer shave, is not a belief, it's simply what the product does. And that is the root of the problem. Too many companies believe that their value is defined simply by their products. It's not. Of course good quality products are important, but having the best does not guarantee everyone will fall in love with you. There are countless examples of better products or technologies losing out to someone else. Beta was better than VHS, VHS won. TiVo is better than all the cable company DVRs, but TiVo has trouble selling its products. XM and Sirius Satellite radio battled it out, each attempting to woo customers by offering more channels than the other. The results were so miserable that they they gave up and decided to merge the companies into one.
What if a razor company announced that they recognize that getting ready in the morning is something we all do, but for some, the requirement is more ritualistic. What if this razor company said that it believed that we are all different and we should celebrate our rituals in the morning. It believed in making razors that suited who we are as people. A razor for the person who likes to wake up extra early in the morning so they can take their time getting ready. Those razors are made to offer a slow shave. And the shaving cream that goes with it has to be really lathered up so that it gets full and soft. For those who are always running late, a razor that is great (and safe) when you're in a rush. And special shaving cream that goes doesn't clog the razor (because that takes time). It's entirely possible that all the razors only have two blades, but it's how the blades are mounted to suit you and your own ritual that matters more . Unlike Colgate that just kept adding toothpastes or the razor companies that just kept adding more blades, my mythical company decided to fit its products into our lives, not just offer us better products. In fact, if it wanted, it could decide to sell toothbrushes and toothpaste to match your ritual. And soap. And towels. The list goes on. The value we'd have from these products is not that there is more of one ingredient. It's not the addition of features and benefits. The company is now differentiating itself because their products suit me and my lifestyle.
The success of Method brand products proves this. Are their soaps better? Do they kill more germs? Does their dish washing liquid cut more grease? Who knows. They could be worse for all we know, but the packaging looks good in our kitchens and bathrooms. And for those who care about design, that matters to us...even more than more. Method, more than other companies has the ability to sell products the others can't. They sell hand soap and leather cleaner, for example. Would you buy leather cleaner from Dove? Of course not, we'd only by soap from a soap company.
I'm not suggesting that any company can differentiate simply by offering pretty things. I'm suggesting, however, that when companies start thinking about how they fit into the lives of their customers and not just thinking about themselves and their products, they might find something more might happen. They'll have more loyal customers and they will make more money. And that's real value.
Driving loyalty is very different from driving repeat sales. There are always reasons people will do business with you that have nothing to do with you -- timing, price, convenience, lesser of evils and force of habit are just a few. These things can help influence an initial sale and they can influence repeat business, but they do not influence loyalty. Just because someone buys from you over and over does not make them loyal.
Loyalty exists when an existing customer chooses to do business with you even when a cheaper, more convenient or even higher quality option is on offer from another company. Someone's decision to ignore a sale or promotion of another seems like irrational behavior. And that's because it is. The part of the brain that controls decision-making and behavior exists in the same part of the brain that controls feelings and emotions. The part of the brain that controls rational thought does not, in fact, control behavior. Someone's decision to stick with one company in the face of overwhelming rational proof of a better offer has more to do with the buyer than the seller. Loyalty is, in fact, not rational at all but a highly emotional state.
Lets look at Apple, for example. Well known for having a fiercely loyal customer base, the base model Macintosh laptop, the MacBook, starts at $1099. A Dell laptop with equivalent performance specs is $649. The Apple is 40% more expensive! And if you're willing to have a slightly smaller hard drive than the Mac, the cost for the Dell is only $499 - less than half the price! Everyone knows that Apples have less software available for them and fewer peripheral choices. And as a recent Mac convert, I can report that my decked out MacBook is slower than my old mid-level Dell. The decision to buy an Apple the first time is clearly far from rational. But the decision to remain loyal is a deeply personal and emotional decision. Owning a Dell says nothing about who I believe I am. But owning a Mac accurately reflects my self identity.
This means loyalty is more a factor of a company's ability to express a clear and honest sense of why they exist and what they believe about the world than simply the quality of what they do or make. The clearer that belief, the more attractive the company is to those with similar beliefs.
Apple is a company not built around a product -- it's build around a belief -- the desire to challenge the status quo. It is no accident that creative-types are drawn to the machines. Apple's ability to attract such a loyal customer base has less to do with their products and their "rational" benefits, and more to do with what the company stands for. Like a flag a loyal soldier follows into battle, Apple and their products stand as a symbol for a cause worth making sacrifices -- like paying a higher price.
My favorite example of loyalty is Harley-Davidson. There are people
who tattoo Harley's logo on their bodies. Some who do don't even own
their product. The decision to do such a thing -- clearly irrational --
has nothing to do with the quality of Harley bikes or their value as a
company. Someone's decision to display that logo on their body is a
symbol of a belief. They identify as independents in a world of
conformity. Members of the rugged open-road.
Because loyalty is emotional and not rational, you don't actually need to have the best product or service - it needs to be good, but it doesn't have to be the best. Loyalty starts with clarity - your own clarity of what you believe - why you do what you do. This has nothing to do with money, this is about why your company was founded in the first place. Why does it exists? What do you stand for? If others believe what you believe, they will put up with all kinds of better offers to do business with you.
A company's challenge is to never veer from saying and doing the things they actually believe. The discipline to do so is called authenticity, and there aren't too many companies left who can claim to be truly authentic. Fickle customers are not the reason there is such little loyalty these days. It's hard for someone to be loyal when no one knows what you believe.
This article originally appeared on The Huffington Post on June 1st, 2008
"Buy one, get one free." "Free toy inside." We've all been enticed to buy something or choose one brand over another simply because of the free stuff they're offering us (in the business-to-business world, this is called value-added). And there is no doubt about it, promotions work. They can indeed drive sales, but they will never drive loyalty.
That's because the way a promotion works is by manipulating someone to buy. There is no real, emotional value created. Instead, it appeals to our desires to get something for free. It's a system of short term gains for both the seller and the buyer.
I was handed this while walking down the street a few days ago (you can click on the pictures to see larger versions). Sovereign Bank is trying to attract new retail banking customers. Do they offer a trusted relationship? Do they tell what they believe in hopes of attracting customers with similar beliefs? Nope.
They do it by offering you $150. The big phone companies tried this many years ago. You could get up to $100 to switch from AT&T to MCI, for example. It did nothing for loyalty and it cost the phone companies a bundle.
It gets worse.
On the back of the leaflet, the promotions goes on: a Visa with no annual fee, bonuses, discounts, no fees and so on. This is as bad as marketing gets. The irony is, they actually have a compelling position that they aren't usig- it's in their tagline - America's Neighborhood Bank. That idea alone is vastly more compelling to attract a more loyal type of customer.
Remember, people don't buy what you do, they buy why you do it. People buy the purpose, cause or belief, your company stands for. What you do simply serves as proof of why you do what you do. Apple doesn't sell computers, they sell the belief in challenging the status quo - their products just prove it. In turn, they attract a VERY loyal customer base with the same beliefs.
With that in mind, here is some free advice to Sovereign on what would work vastly better. They should tell people what they believe - not try to trick them or bribe them into coming in the door.
Imagine if they handed out a leaflet that said:
FRONT:
We believe banking is more about people than money.
We believe banking should be personal again.
We believe in the idea of a neighborhood bank.
BACK:
Here at Sovereign Bank, we take pride in the little things, like helping you when you need help. Giving you honest answers when you have questions. Treating you like a person, not an account number.
If you come in to ask about all the other great banking services we offer when you open an account, please don't be surprised when someone says thank you to you. That's what happens in a neighborhood bank.
If anyone reading this knows someone in the marketing department at Sovereign Bank, please send them this. It's free...and I know how much they appreciate that.
“They’ve done it again.”
That’s the Hollywood way of paying someone a “compliment” when you can’t think of anything nice to say.
And Chase has done it again.
The launch of their new “Chase What Matters” campaign is a fine example of a retail bank’s inability to differentiate itself from a sea of sameness and their agency’s inability to help them.
Chase What Matters is an attempt to communicate value for the consumer bank by illustrating that Chase offers customers various perks or features “that matter.” The creative is clean and well designed, but the campaign is slim on strategy. I have no doubt that a great deal of expensive customer research revealed that customers like real time information and fraud alerts, two of the benefits featured in mcgarrybowen’s new campaign, but those things are not proprietary to Chase. Every large retail bank either offers these exact features, offers very similar features, could easily offer similar features or offers other features that Chase doesn’t have. In other words, no brand ever successfully differentiated itself with a positioning based on product features and benefits. At best, Chase successfully communicated the value of using a bank versus keeping your money under your mattress.
Before I even took a look at the campaign, mcgarrybowen’s press release gave clues that the new campaign didn’t have a strong strategic position. After the first sentence that announces the launch of the new campaign, the second sentence reads, “Shot by director Steve Rogers, the black/white/blue TV executions create a unique and contemporary look and feel in the category.” I can’t help be cynical when the first thing the agency wants to tell the public about a campaign designed to reposition a brand is who shot it and what color palette they chose. Style and tone are important in any successful communication, but they cannot create a compelling reason for people to do business with a brand.
And that is what is most lacking from Chase’s new work – a compelling reason why anyone should do business with them versus anyone else. There is not a single bank that offers anything that a customer can’t get, for about the same quality, price, service or features from another bank. These things do not distinguish a bank, they are the cost of entry of being in banking. If Chase can’t offer fraud protection and real-time information, then they have bigger problems. It would be like Ford advertising their cars come with power steering and power windows. Yes, customers think those things matter and good for Ford for thinking those things matter too, but such basic features, even if Ford’s power steering and windows really are better, will not help Ford sway a customer to choose them over another similar car.
Great brands don’t tell us what they do, they tell us why they do it. How they see the world differently. This is what differentiates them. Saturn told us they didn’t see sheet metal, they saw the people inside the sheet metal (click to watch it). Their belief in people wasn’t just an advertising idea, the advertising captured their unique belief and service model. I don’t fault the agency, perhaps the reason the advertising doesn’t capture a unique belief and service model is because Chase doesn’t have one. Perhaps the best the agency could do was to highlight some features and slap some lipstick on that pig.
If Chase actually lived and breathed “Chase What Matters” they would be offering more ingenious products than fraud protection. They would be offering advanced loans for college students, better ways to fund a small business, training for entrepreneurs, advice to parents and pointers on writing a better resume. Alas, all they have is a pretty ad campaign and a hollow tag line.
They’ve done it again.
This column originally appeared in January 21st, 2008 issue of BrandWeek
I'm fascinated how companies feel the need to use the holidays as a cheap excuse to troll for business. It's so unsavory. Don't get me wrong, sending a holiday card at the end of the year is a great way for a company to reconnect a lapsed customer relationship or foster a new one. But if you don't really want to send holiday cheer, don't send the card...you could do more harm than good.
Everyone knows that sales is about relationships. And everyone knows that relationships can't be built in 5 minutes. Any experienced salesman knows that if he just walks in and starts "selling" ("show up and throw up" as Jack Daly, one of the best sales coaches out there, calls it), then the sales call will probably not end successfully. The same is true for holiday marketing.
Of all the fake holiday wishes I received this year, this one was my favorite. An internet marketing firm sent me an email with the subject: Happy New Year from www.eyelogicmedia.com (see below). Not knowing who they are, I actually did think that it was a nice sentiment and opened it. That's when I realized that they don't care about me and my happy and healthy New Year at all. There is not a single warm wish in the entire email. There are however copious announcements about their new clients and all their awards.
How disappointing.
They did exactly what Jack Daly rails against - they had my attention and an opportunity to talk to me like they cared about me (or at least fake it). They could have taken a step to building a relationship with me (especially if their email was memorable). They could have sent me holiday cheer and easily created an opening to talk to me again about business in the New Year.
But they didn't.
As soon as I realized they weren't wishing me a Happy New Year (as they promised in the subject line), I disengaged. I deleted the email without reading a single word about how great they may be.
Sending a holiday card to existing, lapsed or potential customers shouldn't be seen an opportunity to make a sale or remind everyone how great you are. It should be used to send warm wishes and wish people good fortune in the New Year. That's it. If the message is genuine and if you are creative in how you deliver it, people will remember you. And if you really care to send holiday cheer to people, then odds are your holiday card will be one of the steps you'll take to lay a foundation for a long and fruitful business relationship.
And on that note, I wish all of you a very happy and health New Year (and don't forget to check out our online store - there are big savings on all our most popular items)...see what I mean.
The modern adult version of "I'll be your best friend" is the MySpace "top friends" list. "I'll be your best friend" is the highly effective negotiating tactic employed by generations of children to obtain a toy, cupcake or good will from their peers. And, as any child who has ever handed over candy with the hopes and aspirations of actually being Adam Johnson's best friend can attest, it works.
Ranking our friends, as it turns out, is serious stuff. Our real friends of course get a ranking, but the list can also be used to court favor with others. A first date can appear in the ranking as part of the courtship process. People can also be dropped from the list in a passive aggressive burst of disapproval or anger.
I was curious to see if the "top friends" of certain more prominent adults could provide clues about from whom they are trying to court favor. I've also included the tagline that MySpace allows its members to include next to their primary picture in hopes of understanding the belief or cause of these people.
Here are some of my favorites:
Hillary Clinton (no tagline provided) has 19 top friends of which her number one pick, as it turns out, is herself. The number two slot is also herself. And number four is none other than herself. Proving that one needs to believe in one's self to be the President of the United States, Hillary has employed triple best-friend redundancy. She can rest assured that she can count on a vote for herself in the Democratic Primary.
Barak Obama (tagline: "Join the Official Barack Obama Myspace Profile") has 40 best friends. His best friend right now is "Iowa for Obama" followed by "New Hampshire for Obama." He's obviously trying to use the "I'll be your best friend" tactic to court favor in two primary states. His fourth best friend is Christina Cheatham, a psychology and political science major at Georgia College and State University. Christina enjoys psychological thrillers, singing and learning to belly dance. That ranking worked, however, Christina donated $5 through MySpace to the Obama campaign.
John Edwards (tagline: "For America") has 24 top friends of which his number one is his wife, Elizabeth. He posted a good video which challenges his critics complaints that he spent $400 on a haircut. His 2nd best friend is a US soldier currently on deployment in Afghanistan. His third friend is a volunteer from One Corps, Edwards' grassroots organization. His fourth friend is Anael. I don't know anything about Anael or what Edwards is trying to woo from him.
President Bush (tagline: "http://www.whitehouse.gov/") doesn't seem to have many friends. He has a total of 86 friends of which he ranks only five as his top friends. These include: Craig, a self-described, 26 year old self-deprecating mathematician from Ann Arbor, Michigan. Saina, a 27 year old Canadian, er, model. Little Miss Moaner, a young woman from Devon in the UK and a gentleman from Los Angeles who says he's "just looking for the bar..." I was going to make a witty comment about Mr. Bush's top friends, but I can't come up with anything better than his actual top five friends.
A very sporty looking Mitt Romney (tagline: "The Official MySpace Page of Governor Mitt Romney") is all about family. He's got 23 top friends of which his number one is his wife, Ann. Friends two through six are his five sons - Tagg, Josh, Matt, Ben and Craig. And sneaking in at number 23 on the list is none other than the ubiquitous Tom. Tom Anderson is president and co-founder of MySpace and is friends with everyone on the popular networking site. You've got to give it to Mitt Romney, he's hoping his "I'll be your best friend" will court favor with Tom's 193,904,348 friends.
John McCain (no tagline) enjoys sports, hiking, fishing, boxing, basketball, football and history. His favorite film is Viva Zapata!, a film about Mexican revolutionary Emiliano Zapata, who led a rebellion against the
corrupt, oppressive dictatorship of president Porfirio Diaz in the
early 20th century. I applaud McCain's choice of film, it certainly helps us understand what he's passionate about. Problem is, it's a film from 1952; Harry Truman was President and Barack Obama was 9 years old.
Joking aside, these examples show some good and bad uses of the popular community site. Some are used as shameless sales pitches, which are no more effective than bad advertising. And some are used to actually attempt to articulate a cause for us to believe in. Of course, the most egregious example is George W. Bush. It's obviously not a profile managed by the White House - once again proving, if you don't control what you say, someone else will.
Advice to would-be all political or corporate MySpacers:
Most companies' vision and mission statements are useless. Where as a good vision statement can inspire loyalty, hard work and innovation, most of the framed statements hanging on the walls of businesses are nothing more than a description of what the company does.
The kind of "vision" statement to which I am referring usually look something like this:
...to be the leading supplier of [insert product or service] at the best possible price with the best possible service...blah blah blah value...blah blah blah customer satisfaction & innovation....blah blah blah leader in our industry.
I always ask companies with statements like the above what they think the vision statements on their competitors' walls say. Eerily similar I imagine.
A good mission or vision statement is just that, a statement of a vision - a look ahead into the future. A vision statement is an articulation of a view of the world that your company and your people are working towards, not what they are expected to do now.
But the vision alone is not enough. Given your vision of the future, how, specifically, will your company work to achieve it? These guidelines or values should be written in a manner by which people, at all levels, can be held accountable. "Innovation," "authenticity" and "integrity" are not measurable (and frankly things like integrity should be a given...anyone in your company lacking this quality shouldn't be given a mission statement, they should be given a pink slip).
Here are some guidelines to writing a vision or mission statement that works.
Why do you do what you do?
How do you do it?
What do you do?
Put your business goals on another piece if paper.
Only if you're interested, here's my vision statement:
I work to inspire people to do the things that inspire them.
And no matter what I do in order to realize my vision, I hold myself accountable to five guiding principles:
To realize my vision: I write about how to inspire action. I consult companies how build corporate cultures that inspire their employees. I guide companies how to create marketing and communications that inspire customers to buy from them over and over and over. I speak to anyone who will listen. I work to be my own best case study, practicing everything I preach.
I had the
pleasure of sitting on a panel at a recent trends conference thrown by the
wonderful and influential PSFK. This conference was much better than most (it was all about action). Most trends conferences consist of throngs of
marketers from all over the country descending on a hotel for 3 days. During which time, they listen to "experts" tell them what's happening in
the world and what they need to pay attention to. I recently heard a
"trend
spotter"
tell a room, "the big trend this year is all about color - and lots of
it!" Later, another admonished, "if you're not taking advantage of
web 2.0, you're missing the trend!"
Here's a trend - marketers seem to spend more time worrying what others believe
in and less time working towards what they believe in.
Unless you know Why your company does what it does, how can you judge what
trends are appropriate or not? And when I say "Why" I don't
mean to make money - that's a goal - I mean, what's your purpose, cause or
belief in the world? Literally - why do you do what you do? Unless you know
that, going to a trends conference is like going to the supermarket hungry - it
ALL looks good!
Would your shopping habits change if, before you went shopping, you had perfect
clarity of why you do what you do? What if you believed in looking
after your body? That would mean that everything you did would either help you
achieve your goal or at least not set you back.
Imagine if
the night before your trip to the supermarket, you were at a party where
all these people (some whom know a lot more about food than you) told you
about ALL the great things that EVERYONE was eating that you just
HAD to try. Things with butter. Rare cuts of steak. Hydroponic
celery. New triple stuff Oreos. Organic milk. Refried beans.
Everyone
of your friends, even the strangers standing in line, would instantly be able
to recognize what you believed in just by seeing what you were buying.
"Look at that guy, he's so healthy." And better, they
might even say, "I
want to do what he does." But what would they think of you had
bought everything you were told to and then some? Not much, I suspect.
The same is true in marketing.
Know what
your company believes in first and the trends that matter to you will become
self-evident. Even better, your customers will know that you truly
believe in the things you say you believe in. So, be clear on why you do what
you do and you'll be perfectly positioned to capitalize on another trend:
authenticity.
Happy
shopping.
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