Ask Brand Mother

No one loves you or wants more for you than your Mother! Ask me any brand thing.

[brandmother]

What's in a Tagline?

What's in a tagline? It’s all truth as told in one part quip, two parts brand positioning, baked in high ideals, sprinkled in love and followed by a chaser of “gotcha!” that no one saw coming (even though it was there all the time). 

What do you do and why does it matter? If you don’t know neither does anyone else. 

[brandmother]

Can I Get an Amen?

The “church” provides the oldest and most vivid model for why and how reinforcing membership works. Yes, the church. Religious leaders assemble their congregations for inspired teachings that recount, reaffirm and celebrate their “blessings” and “inheritance”. Sermons are focused on the shared tenants of faith for the purpose of inspiring belief, strengthening individuals, unifying the whole and raising leaders within the membership. If holy deities have to remind and encourage believers to keep the faith on a weekly basis wouldn’t it stand to reason that anyone leading healthcare or tech at such a time as this would have to do the same?  Inspiring people to embrace their role as a committed member requires that everyone be reminded of what’s in it for them, what’s expected of them and what everyone is working so damn hard to achieve. Consistent touches and tactics (ie. videos and daily inspirations) are a practical way to  vision cast, reinforce what matters and recognize exceptional members leading by example. Can I get an amen?

[brandmother]

Guerrilla Marketing: Creating Brand Experiences by Matching Wits

“Guerrilla marketers do not rely on the brute force of an outside marketing budget. Instead they rely on the brute force of a vivid imagination.” Jay Conrad

We’re all bombarded by media chaos, and we’ve all gotten really good at tuning out the ads and marketing and noise that just doesn’t interest us.

Guerrilla marketing is a way to capture customers’ attention, interest, hearts, minds, and pockets by being thoughtful enough to excite their interest, whether they were listening for you already or not. It's a technique for creating unexpected brand experiences that delight, amuse, AND relevantly connect your target markets to your brand’s simple purpose.

What’s Your Brand’s Simple Purpose?

Your simple purpose is why your organization exists, beyond just producing money and jobs. Its what you do that no one else does, and its what all of your brand’s efforts focus around to ensure cohesion across touch points, locations, departments, products, etc.

What one idea is your brand setting out to own in the hearts and minds of customers?

Here’re a few of our favorite guerrilla marketing campaigns that successfully live the brand purpose:

1.) Molson’s Canadian Beer Fridge:

Molson’s simple purpose is to be “The taste of Canada, the taste of home.” To create pride in Canadian’s homeland and refresh Canadians palates with the taste of home, Molson placed fully stocked beer fridges around the world, which could only be opened with a Canadian passport. In addition to creating a truly memorable brand experience, Molson leveraged the video for television advertising and digital advertising, and made the video searchable and viewable on YouTube to maximize sharing and the return on their guerrilla investment. “Here’s to being proud of where you’re from.”

2.) DHL’s Trojan Packages

DHL’s simple purpose is to be “The global logistics company people can turn to.” To convey their purpose while competing on wits rather than budgets, DHL shipped used their competitors to deliver their message for them: if you need something shipped in a hurry, DHL has you covered, “DHL is Faster.”

3.) Ikea’s Metro Takeover in Paris

Ikea’s Simple Purpose (roughly translated) is “To create a better everyday life for the many people.” To live the brand’s purpose while creating an unexpected brand experience, Ikea transformed a Parisian subway platform to improve the everyday commuter experience of one of the busiest metro systems in the world.

4.) Giant Tracks

Hot Wheels’ simple purpose is to have “all the adrenaline and speed of car races in scale.” To connect potential customers to the brand purpose and raise awareness, Hot Wheels transformed a freeway into a HotWheels racetrack, complete with life-sized (though not actually functional) loop.

5.) Optical Illusion

What differentiates Matchbox from Hot Wheels? While Hot Wheels shoots for adrenaline, Matchbox is driven by realism. Matchbox’s simple purpose is to make the most realistic scale model toy cars. Is this taxi a life-size model, or real thing? If you can’t tell the difference, they did a fabulous job living the purpose.

6.) On the Front Lines

Frontline’s simple purpose is “To be a mighty killing force that gets tough on adult fleas, ticks, flea eggs, and larva.” With an overhead view, the humans meandering through this first floor space become transformed into an interactive part of the display- creating a creepy crawling infestation sensation. Live and in person, this is a very visceral reminder to order flea and tick prevention for your pup!

7.) Inspiring Confidence

Virgin’s simple purpose is “to make flying good again by reinventing domestic air travel.” Virgin placed trays of fresh eggs bearing their own “handled by virgin” labels on their competitors’ luggage carrousels. This campaign lived the brand by providing an unexpected amusement at the end of a long journey and by giving people an experience that would make them trust Virgin to handle their bags with care. While the image makes an impression in and of itself, it creates an ever deeper impression for anyone whose luggage was lost, damaged, or roughed up by the competing airlines sharing the carousel. All for the cost of two dozen eggs and a branded label.

8.) Lifting Weights

The simple purpose of Gold’s Gym is “to help you know your own strength.” To connect people to their purpose, Gold’s planted weighted dividers at grocery store checkouts to spark a “Whoa, maybe I should go to the gym” moment for potential new customers.

9.) The 3M Challenge

The Simple purpose of 3M Security Products is “to increase the safety, security, and productivity of workers, facilities, and systems around the world.” To showcase just how safe and secure 3M’s Scotchshield coated glass really is, 3M offered 3 million dollars to whoever could break the glass. Many tried, but no one succeeded.

[brandmother]

Brand Lessons From the ‘stache

The brands behind the sharing economy have been overturning industries and buying habits around the world. Here’re 4 Lessons your brand could learn from the brands behind the sharing economy….

1.) Meet real market needs:

Back in 2008, an unexpected rent increase during a recession left a young entrepreneur’s bank account a tad too short to make rent. Armed with a resourceful disposition and an extra air mattress, he marketed his living room to out of towners visiting SF for an upcoming design conference. And that was the beginning of Airbnb.

Airbnb’s founder wasn’t the only one struggling to make rent, which is one of the reasons this startup took off. During 2008, Airbnb’s first year in business, home foreclosures went up 81% in the US. Tight budgets were also making travel more difficult for bootstrapped families, adventurers, and business travelers. Airbnb used technology and a savvy brand to pair “hosts” who’d like to earn extra income, with travelers who’d like to save money and enjoy the experience of living like a local.

Airbnb transformed the financial constraints of homeowners into the solution for budget travelers, creating a win-win for both its target audiences, and did so with impeccable timing. 47% of airbnb hosts say airbnb has helped them stay in their homes during the recession.

After only 7 years in business, Airbnb is now valued at $25.5 billion. When you’re the solution to your customers problems, its easy to shift loyalties, buying habits, and drive engagement.

Since 2008, Airbnb has been meeting very real wants and needs for its customers, and responding swiftly to market shifts.

How are you meeting real market needs?

What real wants and pressing need are you solving for your customers?

What emerging market realities are you positioned to address?

How are you keeping your finger on the pulse of market shifts and customer needs?

2.) Guard your differentiators

Lyft is a fabulous example of an organization that knows how to strategically guard its differentiators.

The top complaints people have about taxi cabs include: lack of friendliness, lack of cleanliness, and poor navigation. When we interviewed people who prefer taxis to ridesharing services (like Lyft, Uber, and Sidecar), they reported safety concerns as one of the top reasons they haven’t jumped on the ridesharing bandwagon.

It’s easy to become a lyft driver- pass a background test, a driving test, a car inspection, have proof of insurance, and you’re good to go. Maintaining your spot as a Lyft driver is a whole lot harder. Lyft drivers have to maintain a 4.5 star rating out of 5 stars. After every lyft ride, a passenger is asked to rate their driver, based on 4 criteria: safety, friendliness, cleanliness, navigation. If a driver isn’t able to maintain the competitive differentiators that are giving Lyft an edge over the competition, while reducing the number one factor preventing new passengers from giving Lyft a chance, they wont last very long as a lyft driver. Lyft guards their differentiators. How do you guard yours?

Do your employees know what differentiates your brand from the competition?

Do they understand why those differentiators matter?

Are they incentivized and rewarded for reinforcing those differentiators?

Do they know how to make decisions in-line with your mission and purpose?

3.) Invest in brands that are likilable and credible

Uber and Lyft were designed as likable experience-driven brands. The Lyft experience is designed to act, look, and feel less like a cab and more like “your friend with a car”-  from the fuzzy pink mustache that adorns drivers’ cars to simplicity of the app and practice of encouraging passengers ride up front.

In a recent brand Mother poll, more than 82% Percent of participants said the likability of Lyft and Ubers brands give them a legitimate competitive advantage over the taxi companies.

What makes your brand likeable?

How do customers perceive your brand?

How are you leveraging your brand internally to ensure you’re able to operationally deliver on your external brand’s promises, campaigns, and messaging?

4.) Drive the trends rather than fighting them!

If taxi drivers around the country had been adapting to the shifting wants and needs of their passengers, guarding their differentiators, and investing in likeable credible brands there likely wouldn't have been a market for Lyft, Uber, or Sidecar.

Culture and technology are always evolving, if your business practices aren’t keeping up then you’re falling behind and leaving gaps wide open for a competitor to fill.

How are you driving trends?

How are you adapting to the shifting expectations of your customers and your industry?

How are you closing the gaps that make you vulnerable to market shifts?

How are you strategically position to drive innovation, rather than respond to it?

You can read more about successfully navigating disruptive markets, right here: http://www.comstocksmag.com/web-only/how-navigate-disruptive-market

[brandmother]

What kind of brand do you want?

Brands are like hairstyles. We all have one; even the bald dude. You can save money and make do with the no-frills mop of locks that you inherited. Sameness is definitely a popular strategy. Or you can go all out, donning a proverbial do that highlights your best features, reflects your shared story, captures your collective spirit and turns a few heads. It’s really a matter of choice and style, pride, authenticity and courage. What kind of brand do you want?  

For more on the power of hair: http://www.youbeauty.com/hair/what-is-your-hair-saying-about-you/

Picture: http://goo.gl/Hp2OWA

[brandmother]

Yoga Anyone?

We've got questions. You've got answers. We’re launching a national market research initiative for the sole purpose of advantaging the financial stability of passion driven yogis.

If you practice yoga, you can sign up for a 15 minute telephone interview to share your insights, right here: http://www.meetme.so/YogaStudents

If you're a yoga professional, you can sign up for a telephone interview to share your insights, right here: http://www.meetme.so/YogaInstructors

Willing to change the game for yoga instructor(s) everywhere?

[psych-facts]

If you don’t like where you are, move on. You are not a tree.

Unknown (via psych-facts)

[kushandwizdom]

pay attention to the signs. pay attention to the little things.

Reyna Biddy (via kushandwizdom)

[brandmother]

We’re an Established Family Business, Three Generations Deep in an Industry that has Changed.

You can’t make intelligent investments within the organization until you understand how the whole industry is changing. Established companies invite trouble by sticking with outdated positions when it’s clear that they must reconfigure for the future by redefining their authority, relevance and value.

Evolving in your own industry is complicated by the “fish in water” syndrome. Companies misread clues and arrive at false conclusions all the time. Understanding industry changes does more than just avoid mistakes. The work of systematically analyzing the business and the competitive environment ensures that the company is equipped to intelligently position the brand for credibility and make strategic decisions that seize opportunities, not waste resources.

To get out from under industry threats and navigate the future successfully, ambitious companies must have the mettle to interpret industry changes. No strategy can succeed unless it is aligned with the industry’s change trajectory. Only with a clear understanding can you confidently answer the necessary questions with certainty:

Does your company matter to anyone other than you? Decoding your DNA and the relevance of your expertise is critical to knowing who you are, what you can do, what core values define your approach-culture, and what truly differentiates your value proposition from the competition. 

What is required to succeed in the new economy and landscape of change? What knowledge capital do you have that is adaptable across emerging industries and new markets? What new possibilities are emerging that you are poised to capture? How will established relationships be affected by the evolution of change in the industry and market? How can you compete with new technologies, innovations and alternative solutions that competitors are leveraging for value? What partnerships make the most sense and hold the promise of mutual benefit? What market segments stand to benefit from your expertise and approach?

Re-positioning a company is not easy, but the payoff is worthwhile. Clarifying the most powerful approach to steering your legacy forward deepens and protects your history while positioning your earned honors of distinction. A strategic brand focuses the purpose and vision to navigate the future. When every decision answers to the brand, that supports the business strategy in both the short and long term, resources are protected. When investments support what is right for you and each of your clients your legacy of relevance is secured.

Photo of  Richard Harding Davis: http://www.pinetreeweb.com/davis-chapter-04.htm

[brandmother]

Is it Possible to Overcome the Defensiveness, Stress and Fatigue of Imposed and Unrelenting Change in Healthcare?

Authors Note: This question was asked by a healthcare change agent, but, it applies to anyone leading change in any industry.

Yes, it’s possible to overcome the defensiveness, stress and fatigue that we experience when we are forced to adapt to change that we weren’t ready for and didn’t want. Even in healthcare, where the rate and weight of change very often feels like a threat.  

When change won’t change, our minds must. Overcoming the defensiveness, stress and fatigue begins by defining a compelling “purpose” within healthcare that motivates us to do more than absorb and act in unrelenting circumstances. Rooted in a simple and meaningful belief, the power of “purpose” has driven every change agent throughout history to define their role in confronting turmoil; effecting and leading progress.

Confidence:

In times of uncertainty we listen for the confident. It’s a tremendous act of service to really understand what, why and how we intend to stabilize economies, societies or industries in distress. It’s a morally redeeming exercise to decode, own and fulfill a purpose that finds certainty in the uncertainty and a strategy that leads with confidence.

A contagious “purpose” aligns people with shared callings to speak in one voice, to own a clear position and a vision of the future that answers to a heightened level of honesty, courage and accountability- the kind of transparency needed to break down the “us” and “them” silos that divide. Purpose-driven teams are impactful; their committed focus inspires trust and credibility that re-invents relationships with providers, partners, patients, customers and insiders.

Big Picture:

A sense of “purpose” is a driving force that answers to higher order ideals. Owned consistently and believed intentionally it supersede self-interest, resistance and fear. A true “purpose” produces empathy and a bigger picture perspective. Without purpose driven empathy we can’t see past our own blinders to objectively look at the barriers that stand in our way. Without a bigger picture perspective we aren’t willing or able to see how our own actions contribute to and exacerbate the issues.  A purpose is a reminder that what we are collectively working towards is far more important than what any individual wants or oppressive force exacts.

Problem Solving:

When a shared purpose governs how we problem solve and decide, we resolve issues sooner and minimize the likelihood of unintended consequences popping up later. A decided purpose clarifies how we will engage, judge and respond to the challenges that have the potential to advantage, distract or threaten our own futures. When we know “what” we stand for and “why”, we are equipped with the tools needed to vet ideas, collaborate, negotiate and make intelligent choices based on reason, values and vision versus power or control. When our purpose is clear, our choices are clear.  

Leadership:

Honored consistently and over time, our purpose deepens and enhances our ability to work together towards common goals that couldn’t be achieved but for the developed culture of cooperation, trust and ‘synergy’ that exists in spite of the differences that used to divide. Our “purpose” will inform how we exercise our collective power to advocate for meaningful change, push back, lead progress, and transform perceptions, policies, organizations, industries and communities. Leading with “purpose” will give us a context for change adoption that feels less threatening and disruptive and more resolved to achieving goals, innovating forward and fulfilling our shared purpose one small win at a time. Owning a distinguished perspective will position us as an authority with the power to influence key economic, political, social and administrative decisions. Honoring a calling is so much different than putting in the time and doing the work.

Photograph: The Guardian reports on Healthcare Stress http://goo.gl/J5LR2c

[brandmother]

Today’s Hero: Marc Benioff

Exercising your brand power to address and confront social issues is really quite simple if kept simple. Marc Benioff, founder and CEO of Salesforce shows us exactly how it’s done, in a day. Marc took on an issue and followed through with decisive actions that were clear, consistent and within his power to effect.

The Simple Recipe:

Identify the issue

Articulate your position consistent with your values and sound logic

Do something meaningful to influence specific change

Benioff implored Indiana Governor, Mike Pence to veto a controversial "religious freedom" bill. Benioff openly disagreed with the proposed legislation on a personal level and as a matter of business. He argued that the RFRA bill would adversely impact his sectors ability to recruit and retain progressive technology professionals to a state perceived as hostile to the LBGT community. When Governor Pence signed the bill into law during a closed ceremony in his Statehouse office on Thursday, Benioff responded swiftly and publicly. Taking to twitter, Benioff announced that he was cancelling company events and suppressing investments in the state of Indiana, where Salesforce employs thousands, until the law is reversed.

Benioff identified a real issue, he made his philosophical and economic positions plain and he made meaningful decisions with the intent to influence specific change. Most brands overlook the critical factors necessary to leverage their brand strength for optimal impact.  

[brandmother]

Co-Branding with Heart: Southwest and Looptworks

When done right, a co-branding effort is a mutually beneficial partnership that amplifies the distinctions and the synergy of both brands while creating value for customers. The Southwest and Looptworks’ co-branded luggage project is an excellent example of a match made in heaven.

To conserve fuel, Southwest upgraded their seats to a lighter weight material. The airline teamed up with the Portland-based boutique upcyclier, LOOPTWORKS to re-purpose the retired seat leather into high-end, co-branded, echo-friendly “bags that enable further journeys”.

Check out the video: http://vimeo.com/109640169

The small purpose-driven, Portland Oregon company that transforms “high-quality, unused material” into “limited edition, hand-numbered goods” should be soaring on cloud 9 over this pairing of equal missions. In co-branding efforts, the smaller organization typically benefits from the size, scope and reach of the larger partner. Looptworks stands to gain international brand awareness, credibility, B2B brand preference on future projects, as well as benefiting from the sale of the bags themselves. So, what makes Looptworks a right-fit partner for Southwest?

Southwest underwent a brand evolution in 2014 that re-positioned the airline from “The Low Fare” option to a travel partner with “Heart”.The position gives new life to Southwest’s “feel the love” personality as well as 80,000 leather seat covers with a partner in the business of  “re-purpose with purpose”. Southwest’s co-branded effort with Looptworks has been dubbed the LUV Project. Both the conscientious cabin redesign and the luggage Project have generated considerable media attention for Southwest’s heart warming brand direction and echo decision.

As Southwest’s fleet has grown, and fuel costs have risen, Southwest began to lose its hold on its market position as “the low fare airline.” According to Forbes, Southwest’s fares have been rising far faster than any other airline. From 2009 to 2014, Southwest saw an inflation-adjusted fare increase of 21%. The airline with the second highest increase was Alaskan Airways- which only saw a 14% increase. Southwest’s fares are competitively similar to other top tier airlines now. The “hearty” new position frees the brand to cope with the pressing operational challenge: how to keep quality high while managing the Southwest experience. 

By offering luxury, hand-made, sustainable, boutique designed, American made, upcycled products with a lifetime guarantee, Looptworks offers something that low-fares can’t. Looptworks differentiates on quality and heart, and positions itself as a high quality option worth paying for, rather than differentiating on price. Rather than offering affordable re-purposed bags to budget travelers, Southwest’s seats were re-designed and positioned as “a bag collection worthy of your next adventure.” As if that isn't enough, the LUV Project partnered with a nonprofit to train and employ disabled adults in the process of cleaning and deconstructing the leather before it was re-purposed.

As a strategic partner, Looptworks has vividly supported Southwest’s re-position away from “low fare” towards a more humanized, sustainable and quality-centered position with a tangible product that is meaningful enough to stick in our own hearts and impressive enough to capture considerable media attention.

The limited-edition, hand numbered, co-branded LUV Project bags range from $150 to $250, which is just  about the price of an average one-way Southwest fare. 

A few best practices for getting your co-branding partnership right:

The Partnership has to Obviously Represent Both Brands

Every co-branding effort should vigorously express both brands. If the partnership doesn't symbolize the best of both brand’s values or the purpose of each contributor then the match isn't likely a right fit for co-branding.

2. The Relationship has to Clearly Make Sense to Customers

When Sherwin-Williams and the Pottery Barn teamed up to create an interior paint color palette to compliment the furnishings in each seasonal Pottery Barn catalog, it just made sense.  If the pairing seems random, or its benefit to customers feels like a stretch, the idea probably doesn't work for a co-branding relationship.

3. The Synergy has to be Mutually Beneficial

A co-branding effort should positively contribute to the brand value, awareness, experience, communities and equity of both brands. Mutually beneficial doesn't necessarily mean equally beneficial. When a smaller organization partners with a larger one, the smaller organization tends to reap more substantial benefits than the larger partner, in part because it takes less to move the needle for a smaller organization.

LUV Seat Weekender Duffle Bag: http://goo.gl/YbiSH5

[brandmother]

What Can Frank Underwood Teach Us About Brand? A Lesson From the School of Hard Knocks!

[brandmother]

Be your own fabulous brand of free!

[brandmother]

Don't be fooled by an industry desperately blurring the lines between brand, marketing and advertising. They aren't the same. Captured on a Samsung Galaxy S5

Read More: http://www.brandingstrategyinsider.com/2013/09/brand-strategy-work-is-no-job-for-ad-agencies.html

[brandmother]

Why Brand? 

[brandmother]

Dove, Show Us the Money! #hirebeautiful & #paybeautiful

Doves latest self esteem boosting campaign partners with Twitter to “shift the conversation toward positivity" by encouraging women to #speakbeautiful. Seems nice enough, I guess. But, is this what women really need? Is a self-esteem workshop and beautiful speech the answer to finding our voices and confronting the debilitating political, social and economic policies that are demoralizing us? Consider that one in three American women (that’s 42 million of us) live at the poverty line and almost 2/3 of minimum wage workers are women with zero paid sick days. Women with masters’ degrees are being paid what men with a bachelor degree take home, still. Is this really the time to inspire women to #speakbeautiful or is this the time for us to speak up and out with one voice against the negative forces that devalue us?  

Here’s the truth:  Dove’s commitment to all things self esteem is actually part of the problem, not the solution. Focusing on self-esteem, not the threats to it, enables the status quo to reign supreme. Focusing on our psyches versus the growing social inequities diverts attention from the real issues, like unsustainable policies in dire need of transformation. In that sense, Dove’s campaign diminishes the true power Unilever possesses to improve the lives of women. No pick me up, feel good workshop will ever do for a woman what a well paying job utilizing her skills and expertise would have.  

According to Edward Deci and Richard Ryan of the University of Rochester, self esteem requires that three fundamental needs be met: 1.) That a person have  Autonomy, that is to have a sense of freedom and the ability to make self-determined choices, 2.) That a person have the Capabilities necessary to take care of themselves, take on tasks and achieve seemingly reasonable goals, and 3.) That a person experience a sense of Membership by finding inclusive roles and ways to contribute positively in our social world. Acquiring a sense of significance is derived from significant opportunities and experiences. Treating women with respect and positioning them to actively take responsibility for their own futures reaps far more rewards than flowery words behind a hashtag. Women will not see themselves as valued, capable, and worthy by being encouraged to do the same damn thing we’re always being told to do– be nice, be pretty, be pleasing, be happy. Enough. It’s time to be honest. Any brand encouraging women to speak beautifully better pony up and give us something to talk about.

Sorry to burst the self-help bubble but self-esteem programs and workshops have been failing measurably for 40 years. Telling people to see themselves as worthy doesn't transform their underlying self-image. Encouraging self-esteem for the sake of self-esteem doesn't work. If brands want women to feel good about themselves, they’ll create progressive hiring practices and establish gender diversity quotas ensuring that smart, talented women are equally represented up and down the hierarchy. Pro-women brands will pay a living and equal wage, they’ll create flexible work environments, and meet the unique professional needs of women. Smart brands hoping to profit off of us will realize that they have to keep the money flowing to us. It’s time for brands to follow Patricia Arquette’s lead. It’s time for companies to use their positions, power and resources to create sustainable opportunities and measurable change for us if they want to do business with us.

I don’t doubt the good intentions of Unilver’s CEO, Paul Polman, whom speaks powerfully about the company’s commitment to elevating women’s self-esteem. I believe Dove’s intent is sincere; it is, however, sincerely missing the point. If any company is going to invest so heavily in the self-worth of women, it ought to produce more than an upbeat twitter feed and a shallow glow. If Dove really wants to advance the way women feel about themselves, then how about they apply the same principles of their “real beauty” campaign to themselves –strip down their HR practices/policies, bare them to the world that we might celebrate their boldness and diversity and be ready to confront the ugly truths looking back at them. Does Unilever have the soul baring courage required to lead, model, and challenge other brands to #hirebeautiful?

Now, before you trot off with your pointing fingers blazing, consider that we are also a sizable part of the problem. Women are keeping brands in business that have long objectified and disadvantaged us socially, politically, and economically. It is within every woman’s economic power to support brands that support women. We can’t afford anything else. It is up to brands to validate that they are on our side. It is our responsibility to pass over and starve any brand that wants to take our money but isn't committed to helping us make any. The secret to being reunited with one’s healthy self worth has nothing to do with beautiful speech and everything to do with standing up for yourself, taking back your power and exercising your control.