B (2:33)

Exactly. Why make things hard for you and hard for yourself and, like, be in a big sea where everyone's just shouting, like, why would you do that?

A (2:42)

And there's also this, like, decision fatigue. I don't know. I have to make a lot of decisions all day, every day. And, Larissa, I'm. Or you feel similarly. There's just a lot of decisions to be made. So sometimes when there's less choice, it's actually quite helpful.

B (2:58)

Yeah. It creates a framework for your business that you can just make every decision from the. Through the lens of. Basically, yeah.

A (3:07)

Customers don't want a million options. Like, if you have a few clear paths, it's so much easier for them to purchase, and they're able to purchase faster. And clarity also builds a lot of trust when it's, like, when you're internally really clear about what you're selling, it makes the customer really clear about what you're selling. So a lot of times, like, the place to start when you're like, I don't know what I'm doing, or, I don't know what direction I'm going, or I'm just getting started in my business, it's like, write it down. What are you selling? What are your offerings? Who are you talking to? What is the message you want to get across? And, like, the clearer you are on those things, the clearer everyone else's.

B (3:47)

Mm. What you just said reminded me of a YouTube video that I watched this week about Trader Joe's and, like, just the rise of Trader Joe's, the history, like, how it became successful. And there was a point in the video where they were talking about decision fatigue and how, like, one of the reasons Trader Joe's has become successful with their merchandising is, is because, for example, like, tomato sauce, they have maybe, like, I don't know, a handful of different varieties. Whereas if you go to a normal, normal, more.

A (4:24)

More expensive grocery store, there might be.

B (4:28)

Like, 30 different kinds, 40 different kinds of tomato sauce, which always makes the customer feel like they're doing something wrong because they can't, like, figure out what they want. So you actually create a positive feeling in your customers when you are clear and narrowed. You make them feel confident. You make everything easier for them as well.

A (4:52)

I love that example. I never go to Trader Joe's because the parking lot gives me anxiety, but I do go to Aldi for that very reason, because there's only a certain number of things, and, you know, sometimes they don't have what you're looking for, but that's okay. I'll find something else. You know, I'm not.

B (5:09)

I don't commit to dinners and recipe and meal planning this, you know, anyway.

A (5:14)

That'S a whole different topic. I could talk about grocery stores forever, but I choose that over the other local grocery store angles because it's just so many choices and I just cannot make those decisions.

B (5:26)

Definitely. Yeah. So make it more pleasant for your customer. I think that's even more important in a luxury environment. Like if you are selling at a higher price point, if the customer is feeling anxious, that is the total opposite of a luxury experience.

A (5:43)

And when you think about some of the brands that like have really cut through the noise or some of the long heritage brands like Tiffany and Cartier, they have a few key designs and obviously they have other product, but they really lead with those key designs. Or I'm thinking of Spinelli Kilcolin, who really a design idea that they have a lot of variations on. But at the core, you know, there's not as much things to decide on. And it's cut through the noise because it's like, oh, I want that look. That's the brand I'm going to.

B (6:17)

Yeah, 100%. All easier said than done.

A (6:22)

It's easier said than done because it's like, you know, if you're kind of like, what are you guys actually talking about? It's like when you're offering, you know, 10 different product collections and you also have a custom offering and you have these one of a kinds on your website and you do this other thing, you have this collab partnership that you're selling and you also donate X amount to charity or some cause that you feel passionate about. I think that that's, that's what we're talking about is when you have all of these different things that you're selling, it's totally fine if you do like one of a kind, have a core collection and sell want to do more custom as well. Like those are three things that you can talk about and you can tell that story and weave it and be consistent, but when you have a ton of things that you're wanting to talk about, that's where it gets messy.

B (7:14)

I think you also like lose so much control of your business. I have seen this with some clients that just have like an insane assortment, like no real focus, also allowing customization, blah, blah, blah. The customer kind of just does what they want to and almost tells you like how to run your business in a way because they're going to choose whatever is best for them. And usually that Means some form of customization, which from a, like, process and operations standpoint, could not be efficient for you. Maybe cost more money, could be more annoying, might not be what you want. So, like, don't let the customer decide how you want to run your business.

A (7:59)

A lot of times designers, especially if they're moving from like a demi fine to more of a fine collection, it's like, but I still have some customers who buy this one product offering that doesn't feel like me anymore, and I really don't want to make it anymore, but I'm keeping it because this one group of people are purchasing it. And that's where that's like the first thing to cut is when you're seeing yourself really not wanting to make things, things that are collections or product types that are holding your collection back. That's when you really want to make edits. You know, that's when you're. You're maybe saying too much. And that doesn't mean, if you're listening to this, that, like, if you're. You're headed towards a fine collection, you need to drop all demi fine. That's not what I'm saying. It's just like, really think about your product offering and what really makes sense for you.

B (8:47)

Yeah, absolutely.

A (8:50)

I think that's a. It's a big topic with. We're not going to get into it. I just need to mention it. But it's a big topic with the rising cost of metal. I've had a few.

B (8:58)

Don't say it.

A (8:59)

I know. I'm so sorry. We're not going to dig in. This is. We're. I'm just using it as a point that some people are thinking, oh, maybe I go back to my brass collection, which is totally fine. If that's where you want to go, if that makes sense for what you want to be creating, if that's who you want to sell your product to and all of that, totally fine. But it's not just like a quick answer, a challenge.

B (9:24)

Thanks for mentioning that. Sorry.

A (9:28)

I mean, we could talk for hours about that topic, but I just don't think any of us need that right now.

B (9:36)

Yes, definitely.

A (9:37)

Yeah. Go listen to our interview with Hillary Halstead Scott. That's my recommendation anyway. So a strong offer has a clear purpose. So getting clear internally first. Who's it for? Why does it matter? Answering some of those questions. So, for example, like a clearly defined custom process. I always love a custom page on a website. If a designer is pursuing custom, that's like, step one, step two, step Three. And obviously there's more to it, but you're making it really clear for your. Your customer. And then also, I love, like, a signature or, like, a core collection.

B (10:17)

That's great, too.

A (10:18)

You don't need 10 different collections. Yeah, I understand that sometimes you have your core collection, and then maybe you have a couple other collections that have specific inspiration and things like that, but get clear on what your collections are and keep it tight.

B (10:33)

Yeah, absolutely.

A (10:38)

Also, just having a lot of other things going on, things that you don't necessarily want to lean your energy into. A lot of times that just drains your energy. And I'm sure you've seen that, Larissa, many times in your business where there's an idea and it pulls all of the resources to, like, you know, work on this idea, and then you forget about, like, the core of what you're doing, and you drop the ball on other things because you're. You're chasing this idea or this one offer that maybe doesn't tie in with other stuff you're doing.

B (11:11)

Mm, yes. Yes. And we. I mean, I think we say this all the time, but, like, having a strategy in place, having a goal. Goals in place. Like, what we recently talked about in another episode is, like, that way you can filter all of this other stuff through it and make sure it's still really tight and aligned and not, like, distracting you or taking you down a wrong path.

A (11:39)

Yeah. And sometimes when you're doing, you know, sometimes when you do too many campaigns, it takes you away from, like, that core message you're trying to get across, and then you have all these different messages going out, and, you know, less focus, Focus. You want to focus and simplify.

B (11:56)

Focus and simplify. And, like, having new ideas is amazing. Like, we don't want to discourage from that, but maybe filter that into, like, a. I'll do this later, or I'll kind of figure this out once the main strategy has been, like, worked through or something along those lines.

A (12:16)

And repetition really does strengthen. And I think you've seen this a lot. I've seen this a lot, too, where there's a collection launch, and then they never talk about the collection again, and. Or they. And then they're like, why didn't this sell? And so if you are putting your energy into launching something or doing a new collection, really talking about it and making sure that you don't just launch it with one email saying, I launched this thing. But you introduce each piece, you spend time on it, you tell the story. Repetition really strengthens what you're saying, and I know we've said this so many times before, but I'm just putting it out there again because it's not boring, it's memorable. When you're saying the same thing different ways, you're leaning into that, whatever you're. You're. You're promoting at that time or your core brand message and all of that. And it's just really, really important to keep saying it.

B (13:08)

That's such a common misstep that I see with solopreneurs, because if they're the ones, only ones, like, working in their business all their time, energy, let's say you are launching a new collection, goes into that for months, maybe even years. And then by the time you launch it, you feel like you're so sick of it and have absorbed so much of it that you kind of assume everyone else is right there with you. And that's definitely not true. And so you have to, like, keep that momentum going in terms of the marketing and promotions.

A (13:43)

It's so true. When you're close to something, it's really hard to see what everyone else is seeing or how other people are consuming your content. But I firsthand, many times realize that I'm. I wasn't for a long time, wasn't clear on my offerings and still like, hey, what's the Stay Gold collective? I get that all the time from folks who have followed me for years. So it's just such a good reminder every time I hear that, because I'm like, oh, I feel it uncomfortable. Like, I feel like I've talked about this so much and I haven't. I could talk about it more.

B (14:20)

It's like simultaneously annoying to hear that kind of feedback and also, like, I guess I need to be doing a little more.

A (14:28)

Yeah, thanks for that. And then when I come out of the gate in like this year, I came outta the gate and I'm like, I'm talking about stay gold. I'm doing it. And I. It led to people signing up, which is great because I was talking about it and then I started to get uncomfortable. Maybe I'll dig into this, into the in for insiders, talk about this more. But then I like, start to be like, I'm too repetitive and I'm like, I'm gonna stop. And then people don't sign up.

B (14:54)

Yeah, it's. It's such a common thing. Like, I don't think you should feel bad about that. It's like, because you are so in it, you know, in like a big company where there's like a marketing team. No one else in the company is like, oh, we're talking about this too much because they, they aren't in the day to day of all of like the communications necessarily, you know.

A (15:18)

Yeah.

B (15:18)

And it's easier.

A (15:19)

It is easier, I think, to be repetitive when it's not your own brand.

B (15:24)

Yeah, that's true too.

A (15:25)

Yeah. To follow a consistent strategy. I just think it's easier when you're not as close to it. But anyway, you can, you can simplify without losing your range or your creativity. You can archive things. You know, sometimes this is something I've heard a few times this year already is like, oh, I'm like trying to move this sale product and so I'm running another sale and I want to get rid of these things and it's just not moving. Archive it and circle back to it later would be my advice because maybe it's just not the right time for it. You're burning yourself out trying to move these pieces when you could kind of just put them aside for now and come back to it. It. So I think that's one thing you can do. Also rotating the main offer. So I like to think about themes in like monthly, you know, each month, like you have a different theme and things like that. So you can rotate through what you're really focusing on. Again, you still don't want like a million different offers, but you can kind of, you can, you can still talk about different things. You don't have to switch to like only selling one design always. That's not what we're saying.

B (16:35)

Yeah, I like that idea. I have clients who have kind of this ever updating section of either like retiring pieces or like sale pieces. And sometimes it's open to shop and sometimes it's not open to shop. It kind of just depends what all else we're promoting. So like, you're saying there doesn't have to be like an ongoing, like sales section or something like that on your site?

A (17:03)

Yeah, I love that. Kind of, kind of like with your custom books, like, you could open your custom books for a couple of months and then close them. It's okay to pause certain aspects of your business or services and change stuff up. Simplifying doesn't need to be limiting. It's really just honing in on what you want to be doing right now. All right, are you offering too many things? Let us know. Visit successwithjewelry.com and if you love the podcast, we'd love to hear from you, Send us a message or leave us a review. Thanks for being part of our community.