B (3:31)

You know, look, I'm. I'm going to share something. And Jacqueline, of course you'll probably laugh, but when we started WOW almost two years ago, the operations side of me wanted to just jump right in. I'm like, no, Jacqueline, we have to figure out what our services are and figure out what our pricing is. And I wanted to get that ball rolling. And Jacqueline said, hey, take a beat here for a second. We really need to figure out who we are first. What is our mission? What's our vision here? And as much as it frustrated me, it's what a good partner is for. To really look at things another way, it was the best thing we did. Because our story, our vision, and our mission, it is truly what attracts people now to WOW because it is special. And we want to share that because unfortunately, we see all the time incredibly talented spa pros trying to be everything to everyone in their business. And unfortunately, that leads them jumping from trend to trend, overloading their menus, struggling to find their voice and really remain authentic to their brand story. And the problem is, unfortunately, this does not lead to a successful business strategy. Guests will take a look at your brand, and they really won't understand you. And when your brand isn't grounded and easy to understand, it makes it really, really hard to build loyalty. So that's why we're super passionate about this and can't wait to dive in and hopefully share some really cool things to help spa professionals accomplish this. And brand identity, number one, right? It's the foundation of everything that supports your menu, your marketing, your guest experience. And if you're not focused on doing that around a brand story, that foundation turns to sand, and nothing's going to stick. So we're going to go through a few tips today, and we're going to start with the first, which is brand discovery. And that's a fun one, right? Because brand discovery is who are you? And who doesn't love talking about themselves, right? Who? I love it. Jacqueline knows all too much. But, you know, it's not always so simple, especially as a business owner, because as much as we want to focus on our brand, you know, what's the PNL saying? What's the guest saying? And sometimes all of those things really take us away from that. That original brand story. So I want to kick it off with an exercise and just take a moment and have you really think about a brand that you personally love it. Maybe it's a coffee shop you go to, it's a hotel you love staying at, it's a clothing store. And think about, you know, what do you love about that? And chances are it's probably not what they're selling you ultimately, it's how they make you feel. Right. It's really what today is about in regard to building your brand identity. How are you making your guests feel and how are your services that you're offering, connecting with them? So remember, your brand identity ultimately is that foundation. And without it, everything is just going to feel scattered and really not have meaning. So it starts with your story. And this is where we get to talk about yourself a little bit. And what story do you want your business to tell ultimately? And what does that look like? So what I mean by that are some examples. Are you really, is your story about tech skin health? Is your story about nature and rituals and very ceremonial? Are you more about post surgery and maintenance and clinical results? Are you about pain management? What story do you want your business to tell? And there's really no right or wrong answer. But what's really important is that you figure that out and you stay in your lane and that's going to really help you stay focused on your brand story and create a successful foundation.

E (7:45)

Absolutely. And just chiming in on that, it's ultimately not just about what you like to do. Right. You come into this industry, as we all do, passionate about serving others. And we have this vision of like, how we want to do that based on what we know. The industry is vast and you need that passion to go in day to day and serve others. It's very draining. Let's be real. It takes a lot of. But at the same time, you need to make sure that it's feasible. Like, is this going to work? It's a business also. So a few things to really keep in mind as tools. As you're kind of thinking this through, a competitive analysis, it seems really simple. But what are the other businesses in your market? What are they doing? What are they doing? Well, maybe what are they doing that's not going so well? Are there gaps? Are there things that are totally missing? Also thinking about the finances, I know that this is a really tough subject and a lot of people are not numbers people. Like, I'm a, I'm a good spreadsheet person. I'm energy focused all day long. But I love some numbers. It can be really hard and you can't run away from it. You have to know, is that pricing gonna make sense for you and is it gonna sustain you can you not just survive, but throw thrive on that and your market research. Again, it's. This industry surprises me every day. I think, oh my gosh, I've learned something totally new. I've never even heard of that before. It's just endless. So you've got to do your research, you've got to understand also what your target audience wants. You may be really surprised. So I think doing your due diligence on that. And we always tell other business owners, whether you're new or you're trying to kind of rethink things, go check out other places. It's not about copying what they're doing because, you know, that's just tacky, but it's really just to notice what are they doing. What do you really think is, you know, happening in there? That's they're, they're doing a great job and maybe it's like, oh, they're offering a beverage service. Oh, I should do that. But in my own way, you can think about how you would do things differently. And again, just like get, get outside of your own head and out of your own experience and really try to carve out your niche and make something really special for yourself. You know, I actually have a real life example that's happening right now with a dear friend and she's been a massage therapist for a very long time, I think 20 years or so. And she's just been kind of like doing massage, just the basic, you know, Swedish deep tissue, all that. Right. Well, she's found herself in an environment in, in a, you know, with a demographic that is really an older demographic. They're retired, but they have expendable income and they're really into golf, they're really into pickleball, they're into all the stuff. So she's like, you know, I think I need to really do some recovery services. I'm like, I think you're right. But let's do the work, let's do this competitive analysis, let's look at your finances, let's make sure that this is scalable and that number one, are you sure this is the direction you want to go in and you're passionate about, you know, changing this. But two, like, let's make sure that this is going to serve you. So it's really, it can be very exciting. And we're talking about an independent practitioner. It doesn't have to be a multi million dollar company to think about these things and think about your, your brand. You know, one of these things I, I say I not to Sound pessimistic, but, you know, your friends and family are your biggest cheerleaders, and that's amazing. However, are they the ones that are really going to pay your bills? Are they going to help you build your business and sustain your business long term? That's highly unlikely. So you really just have to think about who are you selling to be okay with saying no to something that's not going to fit and start small. You don't have to. You know, I think people get really excited with, you know, I'm going to do this and do this and this, and they jump ahead really quickly and then end up spending money or time on something that you have to backtrack. And I'm telling you the. The most painful thing is to see especially a small business or an independent business owner that has over committed to too many things with no real clear picture. And so now they're like, deep in it. They've spent all this money, and it's really, really hard to dig yourself back out of that. So really just, you know, think about a few things when you're. You're trying to decide what you want to do, right? Is this something that my client really could benefit from, or is it just a trend? Is it just something that's just popped up and it's, you know, everybody's talking about it, that's fine, but it doesn't mean it's for you. You know, is that authentic to you? And can I explain to someone who's already coming to see me, you know, if you're existing business and that be something that makes sense for them, like, why in the world am I adding. I always bring this example up. Like, everybody added lashes, like lash extensions. I'm like, okay, it's not for everybody. So does it make sense? And is it gonna feed into that same guest experience that is my goal, or is it gonna feel out of place? Right. And I think that's where you also have to think back to your vision and your mission statement. And it sounds very formal, but again, this is where you've got to kind of lay the groundwork first, right?

B (13:12)

And I think once you've discovered who you are, once you really taken a look at your competitor analysis as Jacqueline was talking about, and really deciding what's best for you, the next step is putting all of this into words. And that's where your vision and your mission statement come in. Right? So we're understanding our brand, we're looking at our competitors. We've narrowed it down. We're ready to go so how do we do this? Right, so the vision is how I define that best is that's your North Star. That's that big picture. The future that you're working to get towards. Your mission, on the other hand, is your pathway. I always like to think about it like I'm on a mission, I'm getting there. Right. I'm going towards that North Star. It's how you show up every day to make your vision a reality. Some examples of this, I love putting things into context so we really understand them. An example of a really great business vision is I want to make every guest feel at home in their own skin.

C (14:23)

Right.

B (14:23)

How do I get there? My mission statement is we create nurturing, result driven treatments using nature's best ingredients. Right. So you're really telling that story. Another great example, I love this one is my vision is to reconnect people with nature through well being. My mission statement is we design treatments and spaces that integrate local botanicals, natural elements and design and outdoor immersion. So you're really taking your vision and your mission and you're making it a reality. You're deciding what am I shooting for and how am I getting there. And those should be about one or two sentences each, so they're easily understandable and really attainable for your guests to say, hey, that's what I want. She or he is providing what I want. And now they're telling me how they're going to get me there.

D (15:20)

I think you have to be really self aware as a practitioner on what that is, what you really want to provide in order to do that and really approaching that, what do you want to stand for? So unlocking self awareness is key.

B (15:36)

Yeah. Ella, can I just say, I don't know if I can say. I hope I can. But of course, in doing research, I looked at your website. Oh, your. No, seriously, it's a tip for everyone. Can I use it as an example? Can I? Because it's exactly what we're talking about. Looking at your website, I knew that you are on this corrective action with skincare, Right? You are here to heal and correct. And you made that so clear in your mission statement. And then you told me how you were going to get me there. Right. And as a person with really bad rosacea and going through menopause, and I'm like, this is for me. And after the podcast, I'm going to talk to Ellen. Seriously, Bravo. I mean, what a great example. So sorry I had to share it. I didn't mean to put you on the spot.

D (16:28)

No, but I wasn't there when I first started out. I just want to share that. My, my visual was a picture of God touching man's hand. You know, it was like a snapshot that was at. And what my menu was, my school menu and I just doubled the price and it was everything, it was throwing it at a wall, like even lash tinting. I hate lash tinting. It's not on my menu anymore because I have refined it to what I want to do. Where I, where I see me, my vision showing up in this space.

B (16:56)

How long did it take you to get there to where you're at now? Because it's, it's, it's incredible.

D (17:03)

That was almost 20 years ago. But I mean, there's been different spots along the way where I have shifted, shifted, shifted. Yeah. So I think it's important.

E (17:12)

That's a great point too. And I know we'll kind of come back to this a little bit, but it's an evolution. It really is. But end of the day, like Margaret said, you have to really use that mission, that vision as your, you know, when it gets noisy and there's so much going on and you're going through the day to day, look to that to really give you guidance so you stay focused and own it. Own, own what you are. Like it's, you know, I think people just get scared that they're going to miss out on something when really what you end up doing is perpetuating this like hustle culture. And it's so stressful and it's not healthy and it's just not what the industry should really be. I know how to hustle like the next, you know, person. But really owning your niche is, you know, the best way to build your business in a, in a healthy way that you're going to feel good about.

B (18:05)

Yeah. And we call that owning your edge. And that's actually the next point. Right. And it's a perfect segue because this is what makes you unmistakable in the marketplace. Right. Your edge often comes from your personal story. Your edge comes from your strength. Your edge comes from your values. And without that edge, you risk blending in. So this all goes into your identity, your brand story, your vision and your mission. Right. Own that edge and just really my edge. Right. I was an out of work ballet dancer in New York City and unfortunately college wasn't for me and I ended up working behind a front desk at a hair salon. And that was the catalyst to, you know, me loving the well being and beauty industry and really paved the way for this incredible career for me. But I have to be honest, in telling my brand story and my identity, I hid that edge for a while. You know, I didn't feel good about not succeeding in my dream as a ballet dancer. I didn't feel good about not going to college and trying to start a business or being a spa director without a college degree. And then I realized very quickly that edge is what makes me so powerful. That edge is what makes me so special. That's my strength. And I found a really great way to start to tell that story when I connect with people in business. So don't hide your edge. Find it where, refine it into your brand story and shout it from the rooftops.

E (19:46)

I love that one thing about me that I, I don't know, is it a strength or a weakness? But I can overthink things. And so, you know, I really stick to this. Like, I want to be unique and have this story, but also at the same time, I have to remind myself it doesn't have to be dramatic or like completely original. So sometimes it just needs to be simple. And if you have a passion for something, let's say like herbs and flowers, like apothecary, make that part of your brand and just keep building on that. But, you know, be authentic. And that really goes into menu design and trend vetting. And that's a really big next step once you figure out your mission, your vision, all those things. Now you've got your brand clarity and you've got your story. So designing a menu, it has to reflect that. So if there's a disconnect and you set one expectation and they come in and they get something different or vice versa, it's just not going to succeed as well as if those two things are really cohesive. Think about, you know, how that reflects your brand identity and not just includes everything you see pop up on Instagram trying to do everything. Again, I bring up like, you know, just because you're an aesthetics business doesn't mean you need to do all things aesthetics. There's a big push, like people are going into more med spa things like make sure you're not just adding on that stuff just because it's a way to make money. It really has to make sense. Otherwise, not only are you spending so much money on kind of too many different things, but your guests are going to get decision fatigue. They're going to have a hard time picking out what makes sense for them, and you're going to have a hard time explaining and helping them narrow it down or if you happen to have, you know, another service provider that works with you or for you, you've got to get them to be able to explain it. And it just really kind of muddies the waters a little bit, dilutes your focus. And then you just start to lose that identity and, and you're just kind of like a catch. All right. So the other thing is you can't be afraid to really re look at things. At least once a year we say audit, audit your menu, recheck your competitive analysis. Things change. As we said before, the market really evolves. And I mean there's, there are things like I can remember when led, people are like, what's led? I'm not doing that. I'm not paying for that. You can give it away now. It's like normal, right? So you got to think about how the market is evolving. Take a look at your performance reports. Again, numbers person over here. So I'm all about the reporting and there's some really great point of sale systems that you can use. Whether you're a spa or you're like an independent that can help you identify what's doing the best, what's doing okay. And then what's like really under serving you and maybe costing you too much and you need to cut it, really making sure that you cut those things out, but also replace them with things that make sense. If you know that, you know one thing is working really well, build on that, right? And I think really organize things in a way that tells your story as well. I think the verbiage you use is going to sell that vision. Like if you're, you know, located in a mountain area, using things like alpine journeys or summit restoratives, like just really selling that whole vision and of the experience using very, let's say, visual terms, right? Things that help you imagine something. Because when somebody's reading your menu, they're not there yet, but you want to paint a picture of the experience they're going to have. Not just we're going to cleanse your face and we're going to put a mask on you. Like those things are great too. And I think clarity is important, but what is the real experience and emotional connection that they're going to get? And again, this is, this isn't just for multimillion dollar companies. This is for everyone. And you can do it. You have to, as it was said earlier, be self.

B (23:54)

Aware.

E (23:54)

Just think about it. I think that one thing you can do if you, as kind of an exercise, if you have Something in mind. We're going into the new year. Right. Write down something that you're like, all right, I really want to add this. Or I've been hearing about this so, so much. I think this would be really cool. But then sit and think about, is this really something that my clients are going to genuinely benefit from, or is it just a trend? Does it make sense? And I think there are a few things as far as action steps, once you kind of get through all these stages. Right. That you can really wrap things up and make sure that every step you make is going to serve you both your passion, but also as a business owner.

D (24:36)

I'm laughing because inside I didn't laugh out loud because I was wanting to be respectful, but I'm thinking of all the things I did wrong along the way.

C (24:42)

I was just gonna say.

D (24:43)

I was like, oh, I remember when I stumbled over that, what changed it for me was vernacular. When you're talking about. It's. This is back in the day before we had market analysis opportunities. Might have been before Google was really a verb. But my market analysis of what I was doing is I was working in a hair salon, and I was having a hard time getting. I mean, it's 2007, 2008. We know what happened then. I was having a hard time getting people to book for a facial because it felt for them. And my mu. My. My verbiage was gorgeous, you know, but it was before the popularity of the facial now, so it was seen as luxury. But I noticed if I said it's a treatment, that they would book. And so that's when I started moving into corrective into a treatment. It was the same protocol, but it was, oh, I can do that. I can afford that. I can make that a thing. And instead of once every birthday, they were coming in once every four to six weeks. And so that's what worked for me back then. But I've done a lot of things the wrong way. Yeah. And found what, an opportunity for them. To them, meaning anyone listening to avoid the stumbles.

E (25:52)

Yeah.

D (25:52)

I.

C (25:52)

What was resonating for me is every single one of these points you guys were hitting on, I was thinking, oh, yeah, I. I mean, I had that little pitfall that happened to me when I was practicing. But, Ella, what you're saying, man, you're, like, way ahead of the game. Market analysis, that. That never entered my brain. What?

D (26:12)

My market analysis, like, do you want to book something? Would you book something?

E (26:17)

Oh, okay.

D (26:17)

No.

E (26:18)

Yes.

D (26:18)

Got it noted. Right.

E (26:20)

Right.

B (26:21)

Yeah. You know, I. I agree And I think just, just wrapping it up, you know, as you mentioned, sort of points back in, what we're going through today is, you know, first and foremost, get a clear vision of your mission and vision, right? Get clarity on what is that North Star to me and how am I going to get there every day and can I truly communicate that? Does that make sense when I communicate that to others and to my prospective clients? Number two, identify your edge. Your personal story is valuable. Guests are looking to connect with the person, not just with the brand. So find a really fun, creative, thoughtful way to interweave your personal story and your edge into your brand identity. Number three, audit. You know, like we were just talking about, audit your menu, take a look at, you know what, what am I offering? Is it still aligned? Is there clarity around it? Are people in? Does it have guest appeal? You know, is the data there? Are the numbers supporting it? Does it really tie into my story? And last but not least, once you've gotten all those three top tier points down, really commit to staying consistent, right? Don't just chase around every trend. Everything your friends and family think you should be doing, everything you're reading in magazines, oh, gosh, I really dated myself. Right? Everything you're seeing online. Nobody has beauty magazines anymore, Geez. But stay consistent. And I think my last bonus tip is to your point, Ella and Maggie, you talked a little bit about this is review your brand at least once a year. You know, brands evolve just like people do and it's okay to sort of rebrand once in a while, re look at what you're offering. So definitely once a year, go through those four points and see how things are sitting. Awesome.

D (28:21)

Thank you, guys.

C (28:22)

Now, listeners, we want to hear from you. Share with us on social media through Instagram, Facebook, or send us an email@getconnectedscp skincare.com in the meantime, thank you for listening to ASCP. For more information on this episode or for ways to connect with wonders of well being, Ella or myself, or to learn more about ascp, check out the show notes.