How Isagenix Creates Experiences for a Global Audience

How Isagenix Creates Experiences for a Global Audience

Amy Rushia, Digital Experience Manager at Isagenix, joins the Content Experience Show to discuss creating meaningful content for a global audience.

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Full Episode Details

Get to Know Your Global Audience

Have you ever watched different versions of the same show created for different countries? Take The Office, for instance. Many die-hard fans of the American version starring Steve Carell care nothing for the original British version with Ricky Gervais. Rather than premiering the original in the United States, they completely re-made the show, knowing that the American sense of humor is quite different from that of British audiences.

There’s a valuable lesson to be gleaned here if your business wants to cater to a global audience. People in different regions may benefit from your product, but they also will have differing values, senses of humor, language, and cultural experiences. It is important to understand your global audience to the same degree that you understand your local audience.

Rather than just porting your content out to as many groups of people as possible, your content should be custom-tailored to deliver a true experience for anyone who engages with your business. This means you should be working with local teams in every region you are operating in, understanding the culture and personalities of your customers and making sure that you are communicating with them the most effective ways. By putting in the work to understand the diversity of your audience, you can create meaningful engagement on a worldwide scale.

In This Episode

  • How content creation works for a global food brand.
  • How to coordinate multiple teams in a complex content system.
  • How to connect effectively with a global audience.
  • How to develop governance over multiple regional teams.

Quotes From This Episode

We are working with people in market and translators that really know the culture versus just regurgitating words that don't necessarily mean anything to them culturally. Click To Tweet

“You have to get international teams on board with what the process is and what the governance policies are so that they’re off and running and on the right foot.” — @AmersR

“We have photographers that go into market and work with the different ethnic groups within each of the countries.” — @AmersR

Resources

Content Experience Lightning Round

What is everyone’s favorite international destination and drink when you get there?

Amy’s favorite place to go is Mexico! Growing up in California, she has vacationed there since her childhood. Here favorite drink to have there is a great local margarita.

Anna absolutely loved London and her favorite drink is simply a good, full pint of beer at a local pub!

Randy’s favorite place has been Croatia, as discovered on a recent trip during the World Cup finals. His favorite drink was the local beer, but what made it so special was the experience of drinking with the locals during this special moment in their history!

See you next week!

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Episode Transcript

 
Randy Frisch: Welcome to the Conex podcast. I'm Randy Frisch. Anna, right here with me, and we're going to give you a little sneak peek into what you're going to hear on this week's episode. We had Amy Rushia join us. She is the Digital Experience Manager at Isagenix. You know, that Isagenix stuff where you want to get more healthy, you want to lose weight, you go to their site. What's amazing to me, Anna, is the scale at which this company is operating and how content plays a role globally. I've learned a lot on this one myself.
Anna: Oh my God. It's insane how not even the volume of content but the distribution model of ... just the level of globalization. It is unbelievable. Amy actually calls herself, like head cat herder, and it's a joke, but it's true. I mean, you'll hear exactly what she has to wrangle on a daily basis with content and globalization and even the distributed marketing model that they have, and it is nuts. It's amazing but nuts.
Randy Frisch: Yeah, it's interesting. A lot of the time on this podcast, I feel like we speak to people who will talk about focus. They'll say, "Well, we're going to focus on this segment of the audience. We're going to go after them." But Isagenix has grown to a scale where not to say they're not focused, because Amy very much is that. But it's just such a broad reach that their product applies to you, and we started off by talking about regions. But then we got into the idea of people who buy their product already versus ... I think the term was ... unawares of people who don't. There were all these concepts of me sitting there realizing like, "How does she sleep?"
Anna: I have no clue honestly. It's amazing. Even the level of advice and the amount of detail that she goes into is just going to be so helpful for everybody listening today, even if you're not doing content on a massive, global scale like Isagenix is. Even if you have one other region you're working with, it's just going to be so incredibly beneficial the advice that she gives.
Randy Frisch: Absolutely, and Amy is the type of marketer that seems to be a Swiss Army knife. She's got that background of understanding, not just the creative content side but also the backend tools that are being used, and she talks a little bit about that in terms of how they're now bringing Salesforce Marketing Cloud into their organization. So a lot for every type of marketer on this podcast. Anna, you brought her in so let's roll with you, here we go, on this week's podcast.
Anna: Amy, thank you so much for coming on. I am so excited that we finally get to have you on this podcast.
Amy Rushia: Well, thank you for having me. I'm excited to be on here too.
Anna: I know. We have known each other forever it seems. I mean, we worked together back, and I think it was all the way back in 2010. We've been friends since then. We're actually going to go see a movie later tonight. I know you really well. But for everybody else out there, would you mind just giving everybody a quick recap of about Amy?
Amy Rushia: Sure, no problem. I've been around in the industry for ... I want to say it's like 18 years. I know I'm aging myself now, but in the Phoenix market. I'm working in advertising and mostly digital but lots of marketing, advertising, agency side, client side, and most recently in the last year and a half, I've moved to Isagenix. So they're headquartered in Gilbert, Arizona. One of the suburbs here in Phoenix. They're a direct selling company for health and wellness. So we are literally changing people's lives with our products. I am the Digital Experience Manager here.
So, I manage our Salesforce platform with Marketing Cloud. We've been integrating that into all of our marketing, and also our content strategy and content marketing. So I work on the digital team. Our company, we've got about 100 people in the marketing division, so, pretty robust group. But yeah, over time, that's just been my area, and that's where I'm at currently.
Anna: I love how casually ... You're just like, "Oh yeah, we're based in Gilbert." But you have a massive team, and Isagenix is a massive global company. I just think it's so impressive how much you manage and that your title is digital experience manager, which encompasses so much for a global brand.
Amy Rushia: Yeah, we're actually in 18 countries. North America's our largest, but we are global and continuing to go into more countries. So we've got a big flag pole out front and headquarters here with lots of flags. So yeah, we're pretty wide-reaching, and we've been around for 16 years. So it's definitely a long-term legacy company and done really well. Multibillion-dollar company, and we just continue to bring more people in and help them with their weight loss and performance. All of our products, we just launched a whole line of essence oils at our big annual event last week in Nashville, Tennessee, Celebration.
So we're expanding our product offering. Lots of great things though and just helping people with all the things they need for a healthy lifestyle. So, lots of good stuff. Like I said, it's a healthy lifestyle, so it's not just about weight loss even though primarily most of our customers come to us for that. But we want an ongoing lifestyle of healthy weight. Most people come to us for that, and then they stick around for the other products as well too because we've expanded our offerings. But we did a ton of persona development recently, like we've known what our current customer is for a long time. But we've had the opportunity really soon here at the end of August, where we're actually going to start advertising to what we consider unawares.
So we've primarily for the last 16 years just talked to our existing customers. But we're actually going to be doing a pretty sizable advertising campaign here shortly to advertise to more prospects on the side and bring more in that way. We did a whole persona development around who those unawares would be. They're not surprisingly much different than our existing customers. We just broke them out by the different categories that we're going after with our different products, just to be able to really speak to them, and because we haven't had to do a ton of actual advertorial type content because most people that have come to us just already know us. Good word of mouth. This is really new for us.
Our writing team and editors and creative team has really had to shift how we're going to be making that difference there so that we can start expanding our advertising and the way we talk to people. So the persona has really helped with that. We have no lack of content, as you can imagine. We have a lot of things to share and a lot of different platforms, and because we're a global with all of our partner team members in all the different countries. We have a pretty this process and just because we are working in more food area. So our legal team and compliance is very involved.
When we create a piece, so if we create an article on our popular blog called isafyi.com for example, it goes through an entire process to get it actually out the door. So where something seems like it's just written and posted, we have to go through a full process to make sure that we aren't claiming anything that we shouldn't. No guarantees. You know, things like that. So legal is very heavily involved in that and to help us just with the dos and don'ts. So, articles written by a writer, we go to our business owner who had requested it originally that we'd work with on what the strategy behind it was.
They give feedback. It goes off to our editing team to make updates and all of our Isagenix editing pieces because we have a lot of our own jargon and things and how we talk about certain things and AP style and all of likes. Then it goes to legal, finally, to review as well. If it's a global piece, then we have to send it out to translation as well too before we can post it on the various different versions of IsaFYI, because a lot of things do end up on all of 18 areas. So it's a pretty lengthy process. You see it's something out the door. It's not just, say, we don't get asked to do something quicker and we turn it around faster. But we try to give everybody enough time.
Then that helps to just keep our brand, tone, and voice on target because all of our creative team, writing team is all on board with what that is. We just recently went through rebrand that we launched at Celebration, our big event last week in Nashville. So the company's taken a shift just of what we're doing, and everybody's been on board, and we've been working on that for about 18 months to roll that out. So, it's a pretty lengthy process. But everybody follow suit with it just because it's the way that we do business and to be able to get the right and quality information out there to our customers.
Anna: That is absolutely insane how much ... 18 months for ... I mean, I feel like ... Sorry. My mind is blown because when we talk a lot of times about content, people expect it tomorrow, right? Like, "Hey, we need a rebrand. How about tomorrow?" But to your point, doing it right and actually doing it well, that was an 18-month process, and I just don't think people really sometimes understand just how intense that process can be. And so, what were some of those components of the entire 18 months?
Amy Rushia: Yeah, it was a pretty big undertaking as you can imagine and just with all of the assets and everything that we needed to update for 16 years' worth of updates. So everything was project managed from the top to bottom as far as all of the updates, because we were not only launching a new logo and a new brand, tone, and voice but new color scheme, everything that we have. So everybody ... It was all hands on deck, all the way leading up to Celebration that we had last week. All teams, we used some outside resources as well too just because as you can imagine, there was a lot of updates to be made across all of our digital and printing and everything that we do, and to be ready to be at our event last week just to blow that out.
And everything at the event from signage and all of it, all was the new brand. So, it was pretty massive. It was good, and everybody was really excited when we were all on stage and getting it all done. But it was great, and everybody, all 100-plus of the company with marketing and everybody else involved knew that this was a big initiative, and everybody just got on board with it. So it's all hands on deck.
Anna: That's awesome. What an exciting way to also reveal it too, like this massive, annual event where people just are there. It's just so great to get everybody in the room when even I'm sure people were streaming it perhaps and just reveal it all at once. So, Amy, I want to talk definitely more about this, especially getting into some of the governance issues that you encounter on a daily basis. You kind of already touched on those. In addition to how you do some regionalization with ... You mentioned, obviously, global content.
So real quick though. We're going to take a quick break to hear from our sponsors. But when we come back, we're going to talk to Amy about how she manages this entire beast of content and gets it done on time every single day.
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Anna: Everybody, welcome back. We are here with Amy Rushia. Now, Amy, before the break, we started to talk about just how complex this content system is that you work with because of so many factors. The fact that you are ... Your model is network marketing. And so, you have people in the field who are distributing this content. You also have globalization. You have a massive brand repositioning. How do you on a day-to-day basis go to work and not freak out? Because I'm sweating. I'm sweating thinking about having to manage this entire system because it's a lot.
Amy Rushia: It is. It's a lot. So we have a couple of different things that we do. We manage all of our programs and projects through SharePoint. As a company, we're on Microsoft SharePoint. We create any given initiative that comes out. So like the oils initiative I mentioned, we were launching oils at the event last week. We did a full communication plan that wraps around all of the different tactics and strategies around how we're going to launch this new product line. So we have that to march towards with tasks and information for all the different people that are involved, which was a lot because it was a brand new, entire new line of products that we're launching.
So we have a communication plan with that so that everybody gets their work done and on time and on deadline. We also use a digital asset management tool. I always like to say the DAM system. So, we have that as well. Our imagery, and we're continuing to expand that. So it's a tool called Extensis. We have an administrator that actually manages that, so like at the event last week, any pictures that come in or things, we put those in and tag them so that all of our markets and internally everybody has access to that to use for content, and those are all approved images from our photographers.
So we use that as well to pull things. We also have an internal system too for videos and because we have an in-house video team, an in-house studio in our first floor where our team creates lots of great videos. That's a big piece of our content deliverables. So it's just kind of wrangling the cats on a regular basis. I'm head cat wrangler on all of that. I have a shirt to prove it, and when we involve any of our global markets when something's going to roll out. So in the case of oils, that's North America initially, and then we'll look to see where it rolls out in other markets. But we do have in a lot of cases where products end up being a global situation, so we have to create content for everybody.
In that case, it's not just straight translations because we're not just hitting Google Translator. We are working with people in market and translators that really know the culture and in all cases trans-create as we like to call it versus just regurgitating words that don't necessarily mean anything to them culturally. So we work really extensively on that, and we have international focus team that does nothing but that and works with people on the ground in all those countries. So for the brand, since that was really now across everybody, that's what we did with all of our pieces just to make sure that we were covering off on everything for all the markets.
So it's a beast by far. Taming the Beast, as you said. But everybody just ... We follow along and because we have some really great systems to keep output going and keep track of everything. With all of our different divisions, it helps us just get to the end and all of our deadlines.
Randy Frisch: So I find this whole need to go regional very interesting, and it was, to be honest, I was overwhelmed as Anna kind of put it. When I clicked on the language selector, I did the left rows times the columns, and I was like, "I think that's 24." I think you have to do it just from a language perspective, and I was blown away. But I always remember, and I won't say the brand because there was another company that told me this once. It was their content team, and they got pushback from someone in essentially like a [mee-ya-orea 00:16:49] where they said like, "We keep getting all these images for our blog posts and assets and things like that, and it's all white people."
They don't understand that people aren't white here. Then, like they're going to look at this stuff and be like, "We're not going to go to market with this." So you talked about having the DAM and you talked about things that you can do to it. But more so, how do you communicate globally to get feedback for how to truly connect with these global audiences?
Amy Rushia: Yeah, I know it's a really good question because we do. We really pride ourselves. I'm not just having a certain ethnic group that's only for the states. We are expanding and having people in photography that is actually for that market. So we do have photographers that go into market and work with the different groups within each of the countries. So we are across all ethnic backgrounds because you're right. We can't just have that scenario that you outlined, because we are global. So, we typically will work with them in each of the markets, and when I say, "Work with them," I mean all of our associates and the people in our field that are within each of the countries because they're our best scenario as far as what people are wanting in that market.
And that's what their job is just really help us and give us feedback on what's needed and what the cultural differences are and the things that we need to make sure that we're adhering to so that we give them the best possible experience, because, like I said, we just don't want to regurgitate English to them, because we're in [Mirka 00:18:27]. We need to have things that are relevant to them. And so, that's why we've created an entire international division to help with that, and literally, people on the ground and legal on the ground and everybody so that we are doing everything possible to make it a great experience for them.
So, because, I mean, there's a lot of people in our industry that just try to force-feed the message within the countries that just is headquartered here in the states. But they're not truly global. We are global. We just happen to have an address in the States.
Randy Frisch: I'm curious just beyond everything you're doing there to properly communicate, which is very impressive and investing locally. One of the things I imagine, and I didn't clear this with you for the podcast. I'm going to put you on the spot. But I imagine looking at your background. I mean, you worked even at a marketing automation company at one point in your career. So I imagine you're very aware and embraced the opportunity to capture engagement data. I'm wondering if you see different trends in terms of how people engage in content or when they do across different regions-
Amy Rushia: We do, we do, and that was what the big initiative this year to launch Salesforce and Marketing Cloud and Service Cloud. So, it's a huge shift. We have what we're calling the digital transformation across our company, and we have a new e-commerce system that's in the works as well. So the company has put a big emphasis on just enhancing our digital platform so that we can really reach everybody and segment correctly and give them the right information at the right time based on where they're at. But just to give you a background on all of the analytics and everything within the different markets, it is very different.
A text message here may not be well received as a text message in another country. So we do have to really look at that as far as our content strategy to figure out what people are really going to respond to. We have a awesome research department here too as part of our marketing division who does constant paneling, and we have IsaInsights as we call it. We put isa in front of almost everything here at the company. It's some of our jargon. They have a panel that they reach out to, and it's global. So we have people from all over to help us understand how they want to be communicated to, because, I mean, we'll share things across all sorts of mediums. But that doesn't mean it's the right meeting for them.
So that's part of our strategy is we just don't want the spray-and-pray method. We want to get people at the right time and with the right medium, and it all comes down to what people like in other countries. In some cases, just with digital, I mean, bandwidth issue is a problem and what they have in some of the countries we're in. So we have to consider that as we're doing more and more digital is just to make sure. And so, we still do a lot of print pieces and PFs and things too just because that's the way that they're able to get to their folks in these different markets, because not always ... Digital isn't always the best case for them.
So again, our research team has just been phenomenal to help with that just so that we can continue to give them the right information and get really good response that way. We've got just massive amounts of fanboys for the product and for our company because we're serving them up with great information and what they really want.
Anna: One of my absolute favorite parts about this entire conversation, Amy, has been the fact that you have literally shown the absolute importance of strategy and governance, which I think is so overlooked and underappreciated with content. It really is without this massive system in place and lockdown and everybody on board, you could not be as effective in any capacity. I think for those who are really struggling with strategy and governance, what are some of your top three takeaways or some of your top three tips for people who maybe need to beef that area up a little bit and are maybe focused a little bit too much on that execution piece?
Amy Rushia: Yeah, no. That's a good question because it is an ongoing process. I mean, it's never done as far as especially when we launch into new countries and helping them get off the ground and be successful. So it's a constant roadshow approach just to get people on board with how we do things, what our process is, what tools are available, what things are going to be available in their markets, because we're not 100% across all the different countries. There are very specific things that can happen in different countries, and we don't have all the product suite that we have in North America across all the countries.
It's a slow, slow progression of what is rolled out. I mean, from the start, because we have this international division. They just really help to facilitate, getting everything mapped out, and we have specific international designers and international writers and international legal teams. So with all of that, like it's to start there because you have to start somewhere and that's the best place to begin, because you need to just get them on board with what the process is and what our governance policies are, so that they're off and running and on the right foot.
It's tough with across lines as far as the different time zones and getting everybody on the same page just simply because we're in the United States. But that would be the one thing. It's just a constant education because they only know what they know and coming in the to the division and wondering what all is available, because we have a lot of things available at their disposal, and just helping them understand what will work for them. So that has been our ongoing challenge is just to help facilitate that with our other countries and try to find learnings from what we have on the North American side because that has always been our biggest market, and then help to roll that out across the different countries as well.
Randy Frisch: Amy, this is really fascinating. I mean, you used the word challenge, and I imagine this is a great work experience for you at this point in your career to see this scale. I can only imagine the number of people listening to this podcast who would love a few hours in a room with you just to understand some of the things that you've had to tackle. So, thank you so much for sharing with us. We always like to keep our guests around for a bit, and I know you said you've got some time. So we're going to keep you around, taking a short break, and we'll get to know Amy, and we're going to talk international, so that's going to be the topic. So, cliffhanger. Stick around for an international talk.
All right. We're back here on Conex. We've been chatting with Amy, and we were talking all about going global. So I figured with the three of us here in the next couple of moments, why don't we share our best global place, international, that we've traveled to? You know, where that was, and when you got there, what was your go-to drink? Because I do know that you like craft beer, Amy. So I'm using that. I'm using that in advance, but I'm trying to mesh different ideas here and also buying you time to remember the drink. So who wants to go first? Anna, you can go ... You guys are friends, so you know how to jump in for each other.
Amy Rushia: Yeah, I'll go. I'll go. So ironically, with all this international exposure I've had, I haven't been in a lot of places outside of the United States, sadly. So I travel a lot here in the States, but I have been to Mexico many, many times. Always had a soft spot for Mexico since I grew up going to San Felipe with my parents, because I grew up in California. So that was the Baja trips for spring break. Christmas break, we're always big, but my husband and I took a trip. It's been quite a few years ago now when I worked for the Scottsdale Convention and Visitors Bureau, back in my tourism days, before Anna met me at the agency.
We got hit with a hurricane, and we were supposed to be going to Cancun for a trip with Travelocity. So I used to buy digital media for [inaudible 00:26:43] CBB. Travelocity invited me for their partner conference, and there was a ginormous hurricane that hit Cancun in October. So, coming up here shortly. And so, there was no way I wasn't going to have a vacation because I needed a vacation, and we were going to tack on days to the partner conference and go. So I literally called up the travel agency, and it was through America West at the time. It's like, "I'm caught in this hurricane, so what can you do for me? Because we're going someplace."
She's like, "How do you feel about Acapulco?" I was like, "Sounds like a plan," and we were on a plane the next day to Acapulco, and I'm a planner. You can ask Anna. But I'm the cruise director of all of our friends. So it killed me that I had less than 12 hours to try to figure out what we were going to do in Acapulco and not have some sort of plan. But it was the best trip ever and so much fun. It was awesome. We stayed at Hyatt there. Every day, after we do whatever excursion, you know, ziplining, deep-sea fishing. Whatever we were doing, we'd hit the pool bar.
I can recall having some awesome localized fruit margaritas that were great. So not a lot of craft beer down in those parts, but lots of umbrella drinks. Yeah, so lots of good margaritas because ... I mean, when in Mexico, you got to have the tequila. So, it was such a great trip. It was a great trip, and that hurricane wasn't going to keep me down from a vacation. And to this day, I still haven't been to Cancun. But some day, I'll hit Cancun. But Acapulco was pretty amazing.
Anna: Okay, so I haven't been there recently. But my favorite international destination in the world, aside from Conex in Toronto, is actually London. I did my study abroad there and loved it, and I know that England gets bagged on for warm beer. That wasn't my experience. I don't think the beers warm there. They drink some that are room temperature. Anyhow, my favorite thing about the beer there is that on the pint glasses, they actually have the little crown on it, and you have to fill the beer to that crown, otherwise it is not considered a full pint.
I get so mad when I go here, and they don't fill it to the top. I'm like, "That is illegal in England," and they would be so mad at you.
Randy Frisch: Okay, so I was very recent ... I'm going to go recent. I was in Croatia, and it was amazing. I may have spoken about it already on the podcast. We happened to be there during the World Cup. So we were there for the finals, complete coincidence, and it was more the experience and the actual drink itself. But basically, our cab driver who was driving us there is like, "I'm not going to drive you to watch the game without treating you to our local beer." He went to four different grocery stores to find beer. Every grocery store was closed to watch the World Cup. But he finally found it. Brought them to the car. It was called Karlovacko or something like that.
It was good, but it was the experience. He made us drink in the car as we were going. He was drinking too, which normally I'm very against, but this was a very special moment in their history. It was a wild experience. So I'll go with that. Well, again, we've learned so much including all of our favorite places to go in the world. I think a lot of people more so have understood the type of scale that marketers are sometimes challenged with and some of the ways that they can strategically plan and execute on that. We all thank you for that, Amy. It's been really great.
I hope everyone will check out some of the experiences that you're powering on the Isagenix site. If they want some product as well, I'm sure you'll make that happen. And until next time, I thank everyone for tuning in and joining Anna and myself. If you've enjoyed this podcast, make sure to check out all of our other podcasts on Spotify, iTunes, Stitcher, Google Play. Wherever you get your podcasts and whenever you can, leave us feedback on what we can make it better. Until next time, this has been the Conex podcast, and thank you for tuning in.
 
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