Full Transcript of Risk Radio Podcast with Bethany Balsdon

Bethany Balsdon (BB): Yeah. Thanks for having me, Jerilyn. Okay. So, yes, as you said, I am with USANA as the Director of Market Development for the US. I oversee marketing for the US specifically in all languages as well as sales for the US English market. That is marketing for any other language but Chinese. So, it’s a big role, lots of responsibility, and very fast paced.

JTP: Right. That sounds amazing. I had no idea you covered so many global languages. Super excited to jump into that and hear a little bit about what your team focuses on. We’re so excited to hear your insights. So, let’s go ahead and jump in with our first question.

USANA has built a strong global presence. What marketing strategies have been most effective in driving that international growth?

BB: So, we’re in over twenty different markets, which is incredible, but it does make it difficult to be aligned in marketing as well as brand in terms of how we visually show up. We’ve really had to, I would say more recently, align around what our mission is. And our mission is to create the healthiest families on Earth.

And so, with that in mind, we build our marketing around four core beliefs. Belief in the product, belief in the company, belief in the business model, and belief in yourself. So, all of our marketing filters through those funnels. And that’s something regardless of what market you’re in. We can all find something within those four pillars that we can relate to. I would say over the last several years, USANA has led with science. And that has worked super well for us. However, I think as we evolve with the economy and what people need, we’re seeing a trend to leading with community. And so, I’m really excited to see where that leads us. Bringing people into the company because they have this need to connect to something bigger than themselves. Again, in those four core beliefs of product, company, business model, and yourself.

JTP: That’s amazing. I love that. That’s such a such a great mission statement for such a big company. But how do you know where to start? Everything seems siloed, but trying to get everybody together on the same page is really just a culture thing at the center of it. So, I think that’s amazing that everybody can come together and lead together from there to drive international growth. That’s so hard for companies to do, especially compliantly while being on the same page and using the same policies and procedures.

I couldn’t even imagine how complicated and complex that could be for you. But you mentioned a little bit about this just now, but when you’re approaching building a consistent global brand, how do you still allow flexibility for different markets, cultures and audiences? I know you’re focusing on trying to keep brand, together and molded in one kind of big platform, but how do you also keep those other traditions, markets and cultures kind of alive and included?

BB: It’s tough. We have to find the difference between brand identity and brand expression. So, brand identity never changes. That is consistent. Expression of the brand is where markets and the field have the autonomy to show up, how they are. And so, we’ve been able to define the distinction between brand identity and brand expression. And as a as a company, we have to make sure that we’re towing the line too in our marketing between being too rigid or too loose. Again, when we are talking about leading with science, it isn’t always sexy. So, being too rigid and giving the information versus too loose. Right? And so, we as corporate, absolutely have to toe that that line. And we allow our field, what we call brand partners, to tow it with us as well.

JTP: That’s amazing. I couldn’t imagine having to deal with all those different moving pieces. And it’s not something I would ever have thought of. I’m so glad you’re able to share that with us today because it’s not something my brain kind of typically goes to when you think of huge companies like that and what they’re doing to all stay aligned.

And then, obviously, my brain is always going to compliance. So, how does that all work together with compliance? It’s funny you say that it’s not sexy because a lot of people say compliance isn’t sexy. So, I totally get that. We’re trying to change the narrative around compliance and let people know we’re not here to get them. We’re all trying to work together. And again, that’s where it all starts is with the culture. I think you mentioned a little bit about how those pieces work together, but in your overall marketing strategy, how do you support them (the field) in becoming successful brand advocates?

BB: So, like I said, we’ve led with science, and we provide them (our brand partners) with all the information that they need to feel well educated and equipped to help their customers. However, we also say that this is us giving you the information so that you feel confident. It is too much for a customer. We want you to take this information and use it to tell stories. So, that’s where the difference lies is that we provide very informational flyers, lots of wording, lots of information education, and then we train our brand partners to have that in the back of their minds. But it’s not something they need to become experts on. We are the experts. They always have us.

We also have something that we created called Ask the Scientist, which is a really cool resource that our brand partners can use at any time. It’s always available, and our scientists actually answer the questions. So, they can type in any question, like a customer or even as a brand partner, about the product that they have, and one of our scientists, we have over 150 scientists on staff at USANA, will answer it for them. That takes the pressure off of our brand partners having to be experts We have quite a lot of SKUs, and it would be very overwhelming for somebody coming in to feel like they have to know everything.

And so, we’ve created that resource for them. We give them the information and provide this resource; however, we say it’s your job to tell your true story, your product story, your story with the company culturally, your story with the opportunity, and then leave the education to us. So, again, that’s kind of how, we support them. I hope I answered that correctly.

JTP: Yep. Absolutely. That’s a great tool. How do they access that to be able to ask those questions? Is this in your back office, or how are you providing those tools?

BB: Literally type in ask the scientists at USANA (in your browser), and it pops up. It has a ton of resources in there already, but we also have the function for people to type in their own questions and get the answers that they need. It’s amazing. We have all those scientists, right in the head office, that are ready and willing to answer.

JTP: That’s so great. I had no idea. So, if someone is considering posting on their social media about one of your products and they really want to make sure they get something right, they just go into their back office, type in ask the scientists, and then they can confirm or decline what they’re going to ask. Does that help a lot with piecing together your market strategy with compliance?

BB: Absolutely. It’s a great resource for them (our brand partners) to check ingredients and recommendations. Such as, what product would I recommend if my customer is saying x y z? And a scientist will give them those answers. Or if there’s any ingredient question, our scientists can help because we have to make sure that we’re always compliant and not making any unsubstantiated claims as well. So, that resource is readily available to them.

JTP: That’s amazing. So, in the onboarding process, when a new distributor comes on, are they told about this resource? Is there training to let them know what to do when these things come up or even how to use disclaimers? Is that all the part of that tool as well?

BB: Disclaimers, not so much. That’s part of our onboarding for sure, but we definitely promote Ask the Scientist to all of our brand partners and even our customers. While our brand partners can use it, our customers also have the ability to help themselves as well, which again, takes the pressure off of our brand partners to know everything.

JTP: So, as a buying customer, they could just ask from your website?

BB: Yeah. Isn’t that amazing!

JTP: It is. I mean, I wish more people had that because I think that’s a really great way to help with prevention on multiple things across the board. That’s amazing.

BB: Check it out. See if you can stump our scientists.

JTP: Yeah. That’s a great thing too. Maybe we should have them on our on our podcast … Stump Our Scientist.

BB: Yeah. Oh, that’s good.

JTP: So many ideas.

I think this all kind of blends together, but just so it’s a direct question – I wanted to go ahead and ask how you’re ensuring everything stays aligned with industry guidelines? You did mention that is something that you are watching and you’re aware of, but how are you specifically ensuring that those industry guidelines and compliance expectations are happening? I’m sure you’re having to look to make sure all that is happening, but can you explain that process and how that looks on your end of things? Because I know how it typically looks in the compliance department, but is that affecting how you’re doing anything?

BB: It’s interesting because I live in two worlds. I live in the marketing world, and I live in the sales world. I’m also relatively new to USANA as I started about a year ago. So, I also have fresh eyes while I’m still learning the 30-plus year history of USANA.

I think at one time in USANA’s history, we cracked down really hard, in a compliance way, and were slapping the hands of some of our field members to the point where they no longer knew what to say. And we know when they’re confused or scared, they just do nothing. And so, I think that’s why we led with science because the science is the science. It’s the products. Right? And so now we’re still kind of coming out of that and coming around. And through education, we’re doing a lot more in terms of compliance, panels, getting our lawyers in front of the field, and teaching them what they can and can’t say.

Do this, not that. Giving them the words to say. Like, okay. You want to say this. I know. But instead, say this. So, whereas before, we were just saying, no. Can’t say that. Right?

JTP: Don’t say that. But what do you say?

BB: Yeah. Exactly. So, giving them that direction. And, again, if we’re really leaning into community, really leaning into storytelling, we have tons of amazing product testimonials, amazing opportunity testimonials of what this business has done for people and how it has changed their lives. So, we really need to make sure that people are telling their story compliantly, but we need to tell stories.

That’s where at events and through webinars and Zooms, we’re doing meet the lawyers, meet the people behind the scenes, meet compliance. They’re not here to get you in trouble. You’re not going to get in trouble. We want you to win. We’re all on the same team. And so, we’ve made that a priority here so that we can get back to telling stories. Because sometimes science isn’t always sexy. Right?

BB: Yeah. Getting compliance in on projects really early on is key. And explaining they’re only as good as what sales or marketing gives them. So, when we’re doing a product launch, we’ll have compliance in on all of the meetings so that they’re hearing why this product is needed, what it does, what are the benefits, and what are the risks before we get on stage and promote it or do a recording. They’re also in all of the recordings that we do so that we can have them tell us that we might want to switch this language or the way we’re saying this. In this way, by the time we send them a final copy, they’re not saying, oh my gosh – this is a complete mess.

JTP: You have to redo this. This cannot go out. That would be definitely restrictive, and that’s why we want compliance to be a companion. And I know I keep talking a lot about compliance, but you are kind of overseeing many different pieces of this. I can only imagine how you’re trying to keep everything running with the sales, marketing and compliance aspects of it. I applaud you for that. That sounds so hard to deal with.

BB: We can do hard things. (laughing)

JTP: Yes. Thank you, miss Rachel. (laughing) Okay. So, I know we both have toddlers, so I sometimes get stuck into that toddler mentality. But sometimes it’s better. We can do hard things. Yeah.

Looking ahead, what trends or opportunities are you most excited about when it comes to growing and evolving the USANA brand? Which again, I can only imagine is very hard – looking into the future and considering it has such a past. What even really needs to change there? How do you make something better that’s always already so great?

BB: I think USANA is in a really cool place; a place I’m super excited for. Again, we have 30-plus years of history and legacy as well as a foundation that has been built. And now as the world changes, we’re looking to freshen everything up as people are moving to social media and social selling. But there’s still this need after we all kind of got locked in our houses for a long time. People want to have fun again and be in person. And I’m really excited to make USANA fun. I think after the pandemic, people want to be a part of a community in a culture where they’re having fun, they’re finding joy and learning from each other. I think we’re all in a place where we’re kind of coming out from behind our computers and just bringing that joy back again. Fun is such an underrated metric, in my opinion. The majority of the field works seven to 10 hours a week on top of this business, on top of probably their regular nine to five. And so, if they’re not having fun outside of their job, then they won’t do it. I feel at USANA, we’re in a really cool place to show how fun this can be. And we can have really great events and maybe tweak the branding a little bit to bring in more people. So, yeah, that’s what I’m most excited about. The future for USANA is built on this legacy brand with leaders that are so loyal that we have one of the best retention rates I’ve ever seen in this industry. I think the future is very bright. I’m very excited.

JTP: Yeah. That’s a great opportunity. We’re just out here trying to make things fun, sexy and connected – I love that. And you have such a great foundation already with USANA because people know who you are, so you can only go up from there. I’m really looking forward to seeing how that goes for you.

Before we wrap it up, is there any advice you would give to companies trying to build strong brand trust since we know how strong USANA’s is, and on how building community engagement in today’s evolving social environment really can impact the direction of a startup, a growing company or a newer brand?

BB: That’s a great question. For a startup, I would say be loud and proud. I am a big believer in this channel, in this industry, and I think we all know in the past it has had its challenges, stereotypes and stigmas, but I believe in leading with community, leading with fun, and leading with trust. I think you cannot go wrong by showing up loud and proud on social media. In that way, you show that this is a place where people, again, beat this drum, find joy and find fun. You cannot go wrong. That would be my biggest advice – be loud and proud.

JTP: Yeah. I think the basis of everything is being customer centric. If you have a startup idea and your product is amazing, definitely be loud and proud. Otherwise, you’ll kind of wait yourself out. But, finding the joy, the connection and the community that is within this industry, throughout social selling and even outside of direct sales is important. But it’s also about really homing in on making sure your product is good too. There are a lot of different components that can really create a great brand.

BB: Absolutely. Your product definitely needs to have a differentiator now. I mean, the market is saturated with tons of products. What I really believe from a marketing and branding perspective is that what’s going to set you apart is showing that community. Because not every just product-based company has that. They just sell products. We don’t just sell products. We sell a lot more. But the challenge is showing that and showing up that way.

JTP: Absolutely. Well, I feel like I’ve learned a lot today from you today. Thank you so much for being on the podcast today and sharing your insights. One of the great things about having this podcast is we’re really reaching out to other departments, like marketing and sales, and not just focusing strictly on compliance now. So, hearing your side of things, just really helps bring us together in terms of how compliance works with sales and marketing. So, thank you for that.

Did you have any other things to share?

BB: This has been awesome. Thank you so much for having me. I could talk about this industry and its products all day long, so you’re going to have to tell me to stop at some point.

JTP: Maybe we should do a part two.

BB: Part two. We do one on marketing, one on sales.

JTP: Yes! Well, to all of our listeners out there, thanks for tuning in to Risk Radio. Don’t forget to like, follow, and share, and we’ll see you next time.

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