The reason your audience doesn't trust you

Most brands promise convenience, quality, or commitment—but in a world where only 4% of consumers believe companies act with integrity, those claims fall flat. If you want brand trust and content credibility, you need proof.

In this practical and refreshingly honest talk, Melanie Deziel, author and co-founder of The Creator Kitchen, shares how to earn genuine trust through evidence-based marketing. She breaks down the five core brand claims (convenience, comparability, commitment, connection, competence) and shows how to prove them using three approaches: corroboration (experts and witnesses), demonstration (show, don’t tell), and education (help people learn).

Packed with real-world examples from across industries, this session is a playbook for building credibility and customer loyalty so your emails and content convert, retain, and grow.

TL;DR

• Trust is the foundation of every metric—without it, nothing sticks
• Most brands make five claims: convenience, comparability, commitment, connection, competence
• Prove claims with: awards & certifications, testimonials & reviews, case studies & stories, tutorials & how-tos
• Use corroboration, demonstration, and education to turn skepticism into belief
• Trusted brands win loyalty, advocacy, higher CTRs, and long-term growth

Get ready to rethink your messaging, back up your promises, and create content that earns trust—not just asks for it.

All right. So, really excited to talk about using proof in your content to earn trust. One of the things I've found just in my work with companies, with individuals—I work a lot with individual creator brands through the Creator Kitchen—is that we look at measuring so many different things. I tried to come up with a whole bunch. There's probably some that I'm missing, like some great… what are the metrics you guys are measuring that's not up here? It feels like we're measuring everything these days.

But the one thing that precedes all of these is actually trust. So every single metric that's here doesn’t happen without trust. You don’t stay subscribed if you don’t trust. You don’t buy if you don’t trust. You don’t continue reading if you don’t trust. Trust is sort of the ultra-metric that precedes everything else, and yet it’s the one thing that we’re not measuring in many cases, and it’s also one of the few things we’re not actively thinking about improving or growing. I have met a few brands that have active programs where they’re trying to measure sentiment or something similar, but if your organization is measuring trust, please meet me after. Tell me, let me know how you’re doing that. It’s one of the things that I think is going to be happening increasingly often, but there’s still sort of open season on how exactly to do that best.

But what I do know is that we have a problem: 4% of consumers believe we practice integrity. This hurts my feelings and probably hurts your feelings, too, right? I think email marketers are used to the fact that people sometimes have misguided opinions about the work that we do. They don’t necessarily see the value on the consumer side, and it’s important for us to prove that what we’re doing is important. But again, trust is the prerequisite of that. There are a lot of things that we’re claiming to do. I want to cover the five major claims that most businesses are making in their email and in other content, so that when we talk about how to prove those things out, you have some context for what that might look like at your organization.

The first one is convenience. My guess is that most of us are making some sort of convenience claim. This could be about the speed of your product, it could be about how affordable it is, or some sort of measure of “we’re making your life easier, faster, more efficient in some way.” Is that representative? Are you guys making convenience claims with a lot of your marketing? Cool.

We also see comparability. Comparability is really like looking at how your brand compares to others. We’ll talk in a minute about some of the claims that you make just in and of yourself—like “this is what we are doing, this is what we stand for”—but a lot of our claims are predicated on comparing to another brand, whether that’s a direct competitor, whether it’s sort of an industry as a whole, other types of solutions, or sometimes we’re also comparing to not doing anything at all. Right? Like, compared to inaction, or compared to not finding a solution at all.

We also see commitment. Commitment comes in a couple of varieties. I think by and large, all of us would say we’re committed to our customers. That’s pretty table stakes at this point, right? But a lot of us also have value commitments that we’re making as well—commitments to sustainability, to equal pay, to social justice, or certain human rights causes that we stand behind. This is one of the ones where you can create the most backlash if you’re not following through and providing the proof. The reason is that most of us don’t stake our identities on buying convenient products or buying the best products. But we are typically committed to our views and our values in a way that’s core to our identity. So that feels like betrayal instead of just disappointment, right? So if you are making these kinds of claims—if you’re a B Corp, for example, if you stand on sustainability, or you’re taking public stances on important values—proof is going to be extra important. Because you’re going to hurt people’s feelings, and not just disappoint them. If we’re getting to a point where we’re betraying identity, that’s a deeper cut.

Connection is another important one. This is like the Olive Garden: “When you’re here, you’re family.” Or like, “Like a good neighbor, State Farm is there.” Yes, okay, I knew that would work here. I did it at a financial services conference—it was awkward for everyone, no one said anything. But that’s the point where we’re staking our brand on “we’re connected.” You’re not just a number. We know who you are. This is an organization, this is a community that has a connection embedded in every single part of our experience. So if you’re making those types of claims, you’re talking about your connection, you know them, and personalization falls into this category. That’s the connection claim. And again, you want to be able to back those up, not just promise that you’re going to be there for them when the time comes.

Then the last one is competence. This one’s pretty table stakes. I talk about it last and sometimes people are like, “Is that not the most important?” And I’m like, yes, which is why we talk about it last. Because if you’re not competent, there’s not much else I can do for you. I’m really sorry that your business is bad and you can’t get results—but that’s over my pay grade. But competence is where we’re talking about: “I’m going to get you the results that I say I’m going to get you. We’re going to achieve the things we say we’re going to achieve. We do what we say we’re going to do.”

These are the five types of claims. I’ve done a lot of messaging studies and given examples of taglines from companies like State Farm and Olive Garden. But this is all of your messaging, not just your tagline. These are the most common types of claims. My guess is you are probably making claims of all types in some way or another. Most brands lean more toward one or two, depending on their particular focus. If you are a nonprofit, you probably talk more about connection and commitment than maybe someone who’s in financial services, where you might focus on competence and convenience because you have lots of locations or you have really fast shipping or whatever else.

So again, our audience doesn’t trust us—super depressing. We could see it as a problem, but I really feel like this is an opportunity. And I know that sounds trite, but the reality is this is true for every industry and for every marketer: our audience doesn’t trust us. So if you are going to take the extra step, the initiative, to actually go out of your way and prioritize earning trust, that is a huge opportunity. Because people aren’t doing it. So I really see it as an opportunity, but it is a little bit of a downer to say “nobody trusts you” as the opener.

So we’re going to focus on the opportunity here—to actually learn how we can create and increase trust. I want you to think about the content you are creating, the emails you are sending out, and the entire flow of joining, unsubscribing, and changing settings as an opportunity to provide evidence. Proof intended to convince the judge or jury of the alleged facts, materials in a case. So if you are trying to tell your audience that you are convenient, or competent, or committed to them, or whatever else, this is exactly what we are providing. It’s like: this is what we’re saying, now let me give you the backup, let me provide the proof to help you believe the truth. Because again, we know everybody’s saying these things. Every brand says that they’re convenient, they’re connected, etc. We’re going to be the ones to do it differently. I like to think of it as our brand is on trial and we are the frontline defense lawyers. This is our chance to bring forward the best evidence and help people see that we’re on the right side here. They can rule in our favor, if you will.

So how do we prove it? You might be surprised to find out that content is how we’re going to prove it. Broadly speaking, there are three categories of content we can create that provide the best evidence and are most likely to increase the trust of our audience: corroboration, demonstration, and education. I’m going to give you examples of each and show you examples from even within this community, from RGE, just to give you what that looks like in a tangible sense.

Corroboration is when we say, “You don’t have to take our word for it, take theirs.” We’re showcasing other opinions that back up what we’re saying. Demonstration is when we say, “You don’t have to take our word for it. You can see for yourself, hear for yourself, taste for yourself, or whatever verb applies.” Education is: “You don’t understand what I’m saying? Let me show you so you can better understand and trust that what we’re saying is relevant.” This is especially important if you are in an industry where people are first-time buyers—wedding dresses, cars, homes—things people don’t buy every day. They don’t even have the right framework to think about how to know if this is a trustworthy organization. It’s also true if you are marketing to the person who is not the end user. If I’m trying to sell server equipment, the person buying it is not the person who understands what the requirements should be for the end users.

So we start with corroboration. That’s when we say: “You don’t have to take our word for it. Whatever that claim is, we’re going to show you other opinions you can trust.” This comes in two varieties: experts and witnesses. Experts are people they already know and trust. Witnesses are people who have seen it for themselves. Put on your SVU hat, get into couch potato mode: the experts are the doctors, the scientists. The witnesses are Joe Schmo on the street, “I saw the guy, he was right there, he killed them.” Hopefully, fewer murders in our witnesses, but same general vibe. When we’re talking about experts, this usually comes in the form of certifications, awards, recognition, and nominations for brands. Anytime you can point to someone else who says, “I know you might not trust us saying this, but here’s an outside entity confirming it,” that backs you up.

When we’re talking about experts, this usually for brands comes in the form of certifications, awards, recognition, and nominations. Anytime you can point to someone who says, “I know you might not trust us saying that we meet this standard or provide these results. Here’s some outside entity outside of our organization, sometimes even outside of our industry, that proves it’s true.” So here are some good examples. Vimeo, for instance, says they won a Webby. They’re showing that what they’re doing is being recognized by outside experts. I like to say, “Your mom puts your artwork on the fridge.” That’s nice, but you can’t really trust your mom as an impartial judge of whether you’re a talented artist. If someone else puts your artwork on the fridge, that carries value.

Another example: Shift talking about being on the Time Best Inventions list. They say, “Happy to announce our Moonwalkers have earned a spot on the list.” Again, it’s Time Magazine saying it, not just the company. They’re an interesting hybrid between expert and witnesses, because their awards are based on user surveys. So you get both an awarding body and real-user input. For example: “U.S. Electric Vehicle Experience Ownership Study — we earned the highest overall satisfaction ranking.” And you don’t even have to win the award for this to be valuable. Being nominated, being included on the shortlist, being honored — all of that works as a signal that you’re worthy of trust.

Dims did this with their Composed Vanity, which was up for Best of the Year award. They’re just saying, “We’ve been nominated.” That’s enough. Another great tactic: aggregating multiple mentions. A brand listed reviews from Real Simple, Domino, Food & Wine (all technically Time Inc. properties, but the consumer doesn’t know that). It looks like multiple independent sources are backing them up. Nectar mattresses did this by comparing themselves directly to Casper: more awards, a higher service ranking, giving the awarding bodies, and then segueing into witnesses. And that brings us to witnesses. This is the other side of corroboration. We’ve all got this in our toolset: reviews, testimonials, customer quotes. 

Musicbed led with a testimonial: “I don’t look for music anywhere else.” By Humankind did it too: “My teeth feel much cleaner than with traditional toothpaste. I’m so glad this has fluoride in it.” (By the way, I’m a little suspicious of Rachel. Has anyone ever said, ‘I’m so glad my toothpaste has fluoride in it’? Maybe not. Which is why adding a last name, photo, or verified buyer badge makes it more believable.) Timothy N., verified buyer — that feels more trustworthy than just “Rachel.” Single testimonials are good, but volume matters too. Entire testimonial-roundup emails often perform really well.

We've got Mode—straight up just saying, "We've had customers saying really amazing things, and here's what those things are." Clear call to action throughout, always important. Surreal saying, "We've got the sweetest reviews," and this is about a particular product, which is a good way to sort of trickle it out. If you do one for each product, you can spread this type of stuff out over time. Again, I'm always mixed on like just giving a "Monica C., JB," I guess, but when they're in a group, it becomes more believable, right? So we don't need quite as much witness information when they're collective, because it's actually the collective power that earns the trust in that case.

Hiyo just went all in. This thing just scrolled on and on and on. I was very concerned about how pixelated it would be when I blew it this size because it was CVS receipt style. But if you do not want to feature individual reviews, or you have some limitation—maybe in wealth management, I know there are a lot of heavily regulated industries where you're like, "I can't tell you who we're working with, I can't disclose who some of our partners are." If you're in that boat, you can go with the sheer number.

So in this case, 5,000 five-star reviews, and "we think you'll be 5,001." Regardless of whether you're gonna do that, you're showcasing: we're not just some middle-of-nowhere brand nobody knows. We've got 5,000 reviews. I'm guessing you guys may already be familiar with this research, but just know that having a less-than-five-star review average can sometimes serve you better than having a five-star average.

Five-star is the kind of thing you say when you're making up your reviews. 4.5 stars is not the thing you say when you're making up your reviews. So, having those—most of the studies have shown that above four but less than five is actually the sweetest spot to be in terms of trust. It's most believable because it does include some sort of negative or takeaway. It seems more authentic and more believable. So don't feel bad if you have to say, "We have 5,000 four-star reviews." That would also work really well.

Now we move into the demonstration. Again, demonstration is when we say: we know we're telling you these claims, but how about if you check it out for yourself? We're gonna give you a look into it, a taste, a smell, a measurement—whatever it is that you need to do to see for yourself and draw your own conclusion. The thing about demonstration that's really compelling is that we all like our own ideas better than other people's ideas. So this is that psychology element coming in to say: we're gonna let our customers decide that those claims are true, and they're more likely to believe it because we're giving them the evidence to make that call themselves. Any former journalists here? Okay, so you guys know this is like the "show, don't tell" vibe, right? Like, I could tell you I'm awesome, but it's better to show you. Same deal here, drawn from my background as a journalist as well. So two ways to do it: stories—everybody loves a good story. We'll dive into that first. Individual stories are a great way to do this.

For example, pulled from the Chan Zuckerberg Initiative. You could say, "Yeah, we're supporting schools." Cool, happy for you. Giving an actual example: we visited the primary school, the Sesame Workshop. Here's photos and videos. Now, I know SOA is gonna make it difficult for us to claim that that's the only way to prove things now with AI video coming out. But the more you can provide evidence that this is real—like stories from an individual event, an individual client, an individual customer—the more believable those claims of impact are going to be.

Then we've got this one. Patagonia, anyone? I got excited. I love Patagonia. Their stuff is so good, and they're a brand that really is big on their commitment. So I use them as an example all the time. Their commitment to the environment and all of those things tends to work really well. So in this case, they could tell you that these hose-down slickers are very important workwear that you need to acquire. I think all of us can agree that we need some hose-down slickers. But if you are in that space and you could need something like this, then seeing Alaskan fishing crews actually using it—seeing how it performs in those environments—is a lot better than saying, "This will perform well in Alaskan fishing boat environments." Actually show it.

So the stories can be really powerful. I don't have data to point to you and tell you what kind of story—video, written, visual—is definitely always the best. There is no single answer, but what we do know is that multiple formats tend to be less fake. So if you can include video and writing, or photos and writing, multiple formats tend to make this more trustworthy, because it seems less likely that you're going to the effort to fake across platforms.

All right, so that's stories. That's where we're picking an individual and telling the story that exemplifies our larger claim. Then we have documentation. This is like bringing the receipts. That’s the best example here. This is where, a lot of times, behind-the-scenes content serves as documentation. We told you that we have happy employees. Here they are at our mixer, talking and being joyful. You know, if you were deciding whether to come here, I'm sure you looked at photos and videos from past events and you were like, this actually does look like fun. These do look like cool people. I believe this. I can see it with my own eyes. So, yes, photos, any sort of assessment, certification, an audit. I know we're not doing audit services, auto services, but you know, it's a callback. So auto, audit services, and video tend to work exceptionally well for documentation. Again, just to say: we told you that we care for the environment. Here's the shipment of our stuff that's being donated, actually showing it.

Give you some good examples. B Corps. B Corp is a really good way to do this if you happen to be a B Corp, or have any sort of similar certification, a great thing to be reminding your audience of. If anyone's not familiar, B Corp is an official certification that says your business does good for the earth in general. Not just the earth, but the people of the earth, being good for your social and environmental impact. This is actually doing a really good job of combining the documentation of “we are a B Corp” with the education of “here's what that means,” because if they're not familiar, it doesn't mean anything.

So being able to walk them through that—how we make our products, treat our people, choose suppliers—that all is impacted. Plus one, if you will, would be to show the ways that you are doing any of those things. If you're telling me that you're very mindful in the way you choose your suppliers, what's the priority? What's the checklist that you look for? How do you achieve, whether it's gender balance, or how many veteran-owned suppliers are you working with? How many women-owned suppliers are you working with? Bring more of that data to make it more trustworthy, especially when we're coming to commitment claims, like being good for the environment and good for our communities.

This is where that betrayal comes in because it's identity-based. Our purchases are based on who we think we are. So if you trick us, we've betrayed our souls and therefore you must—you're going down, right? So, very important to provide that proof here as well.

All right, so we're moving into our last category here. The first category of education is like what we all probably think of when we think of education, which is: here's some information you can have. Now you have it. I'm going to go ahead and corroborate my own claim here and let you know that Deloitte has said explicitly that you should develop content to inform and educate your consumers because it helps them move independently through their shopping journey, creates trust, and increases loyalty. Anybody interested in creating loyalty? Woo. Right, so that's good. It's not just me—Deloitte said it, so you gotta believe it now.

So, informational content—let's take a look at what that looks like. Again, here we're not trying to help them do something. We're trying to just teach them something. This is informational stuff.

You see “tips” coming into this category. If you see the word “tip,” that's a really good indication you're doing some content. Credit Karma here is saying, look, you want to earn that credit score, you're in with 20 points. Check out these tips. So they're explicitly saying: we're going to teach you some information about how to get a good credit score. Basic stuff, not super value-heavy in the email itself, but it makes a call to action to visit some educational content. Auri is fun. I don't know—let's, I can't give you the answer, so that might undermine the value of this quiz a little bit. But “Which mushrooms support relaxation and stress relief?” I don't know, but they do, and if you click this link to learn more—oh wait, no, it's Reishi Mushrooms. So, a really good way to give information. If you want people to better understand your product, you can quiz them.

Quizzes—and my first book was all about choosing the right content formats—are one of the most underrated content formats in the space, that and timelines. I think when we think of a quiz, we think of the early to mid-2000s Buzzfeed-ification of quizzes, where it's like, “Tell us your Chinese food order and we'll tell you if you die alone.” There’s more to quizzes than that. Personality-style quizzes—we'll see a little bit of this in a minute—could approach this by saying, tell us some of your key concerns, and we'll tell you which product is right for you. Great example.

You can probably do this with the machines. What are you looking to do? Are you looking to do pattern-making? Are you looking to do other sewing stuff? Are you just looking to do simple hemming? Are you looking to make a quilt—do quilting? Quilting is a thing, and there's probably a way to quiz people on what their needs are and then direct them to the right product. That's true for almost any brand.

The best I've seen this done was for a shoe brand—which has since had some trouble, so I don't want to give them too much love—but their quiz content was good. It would ask you questions about your running routine: do you run indoors or outdoors, how many miles do you run per week, do you have any knee pain, hip pain, back pain? And they would do an assessment to tell you which product is best for your specific needs. This can be done for anyone. It's a great way to educate them on the connection between their choices and the outcome, and it's also a really good service piece.

Another side note on quizzes. This is a great example of how simple this can be. Again, quizzes can seem like, “We don't have the plugin for that, we can't embed that into the email,” and it starts to get complicated—there's dev involved. The most famous quizzes in our society are the Cosmo quiz, which was on printed paper with the answers upside down. If Cosmo could do it in 1994, you can do it too. So don't give up hope on the quiz.

Talking about easy trips for the summer—search by destination, preview it first, make a list. This is not only product education, but also general education for how to prepare for a summer trip, a summer hike. It's really valuable stuff. 

More here. “What is an herb?” There are a lot of great examples of this—talking about different things. This is a really fun example because they're giving education while also layering in witness statements. They're educating you by showing client and customer reviews that back up what they're saying. So they're layering multiple types of proof.

Methodical Coffee again—fantastic. We'll see more of their content in a minute. Really great stuff. What I love about this is the educational CTAs. I don't know if you can see it. It says, “I need to know.” So good, right? That's so good. “I need to know.” I love that. This one: “I want to learn.” Who doesn't want to learn, you know what I mean? You can't not click on that—you gotta learn.

Alright, our last category of educational stuff. The informational stuff is like, “Here you go, I found some information for you.” The coaching is, “Hey, let me help you with that.” Let me help you with that. It's about not just teaching you something but helping you achieve something. A slight difference, but the wonderful thing about coaching content is I'm not just teaching you something, which makes you think, “Oh, they know what they're doing.” I'm helping you get some sort of result, which makes you believe that I can continue to help you get more results. Not just “I know a lot,” but “I can do a lot.” That's the distinction in how they're going to look at that information.

Really good examples here are any step-by-step process, how-to instructions, tutorials, DIY. Maps can actually serve a purpose here if you're helping people get to somewhere—regular reminder that maps aren't just for navigation. If this is a map of the home and where to put things, a map of your fridge and where you should store things, I don't know, I'm stretching here. Any sort of troubleshooting—your help content probably falls into this category as well.

So again, we're helping you do something. It shows not just that we're smart, but that we can help you achieve results, which goes a long way toward loyalty. 

This is an example from Target, really simple. I just want to highlight that it's easy to focus on the big, content-heavy, “sexy” emails, but there are also points along the way where we can sprinkle proof in. This is walking you through doing your return. My guess is whenever you selected to do your return in the app or on the site, these instructions were probably there as well. But now we're following up with more detail, walking you through exactly how to do it and what to expect.

You know, in case you need to return your Pair of Thieves men's super soft solid boxer briefs. I don't—can you—maybe we shouldn't be able to return underwear. Just a thought. I know that's not your choice specifically, but I've been thinking about it. Methodical giving us the step-by-step—how to grind your coffee beans. This is not “What to know about grinding your coffee beans,” or “How does the grind size impact flavor?” This is step by step. They walk you through it with “Download the full cheat sheet” and “Show me how,” another awesome CTA, and it is full width, so probably on mobile. You can download a full cheat sheet that walks you through the settings for each type if you're using a French press. Again, calling out—this is hard to see—“Teach me more, please,” which is so cute and polite. I love that. “Show me how” is good. I would look up the Methodical emails on RGE for sure and take a look at their CTAs, because I was really impressed with the diversity of CTAs and how friendly and approachable they were.

Alright, a couple more—Methodical again, surprise. How to make the perfect “alpha coffee” dessert. This shows you one of those where the value is in the email—step one, step two. I cut it off, but there are additional steps walking you through how to make that. In this case, they've got a “Show me how,” so you can go over what you want to know. I was talking about the alternate methods. This says, “No espresso machine? No worries. There are simple adjustments you can make, and we'll walk you through it.” “Show me how.” That's another example. Is somebody going to scroll through, or are they going to look for alternate methods? It's a good way to separate them out.

Recipes don’t really work well for auto services, I imagine, but recipes can be valuable. Alright, we'll run through these quickly. Here's another flowchart. I love a good emoji. I know we have accessibility concerns, but these are smart-used emojis. We all know you don't want to replace a word—you want to add it to a sentence. These are good uses. This one is “Which moisturizer is right for you?” Again, we're helping people figure out the product. This is like a flowchart version of the quiz we were talking about before—help figure out which is right for you. And then, of course, you've got the “Shop now,” so this is more product-focused education, but we're helping them pick the right product, so it still falls in that category.

And then here we've got “skin tone or clear.” These are those patches you can put on your skin if you're having a breakout or something. This is also—as a Millennial—baffling to me, because now people are using brightly colored star stickers, which is like, “Hey look, I have a pimple right here,” which is like… I mean, I would've died if that is how we were raised. So I'm really relieved we can just be body positive and not have to hide it. But it's good to know that if you're looking for more coverage so that it looks invisible—doesn't everyone? I don't know. But if you need to choose, if you don't care if they're visible, they'll help you figure out which product is right for you. So again, product-focused coaching content to say, “Hey, we're going to help you achieve choosing the right product.” Still valuable here, even if it might seem not as educational from a step back.

Another one that's really good—these are some hyper product-focused ones. I love these emails from Google, doing a really good job of showing you how to use the product very explicitly with relevant prompts. Getting things done from Google—they're saying, here are some things you could do: call, “Hey Google, send a text,” “Hey Google, turn on flashlight.” Literally coaching you through use cases to make better use of the product. This is obviously a very on-the-nose example. There are probably ways you could do the same—to say, here's a better way to get used to the product with your sewing machine. Here's how to extend the life of it. Here are some ways you can extend the life of it. Other things like that may be useful. Same thing for auto—there are probably a lot of “extend the life of it” or prevent certain things that you can walk them through, with explicit steps on how to do them. A lot of education in such an automated series—yeah, definitely love it.

So here, again, this is more—I just say, “Hey Google.” They're giving you more use cases. I really like this one: “Remember my bike combo.” The last person I'm telling my passwords to is Google, but you do you. “Remind me of Grandpa's birthday in two weeks.” Yeah, they could know that. That's fine. These kinds of things are great. Here's one showing that you can do this in a relevant and timely way too. If you're doing certain promotions like International Women's Day, this very easily could have been a story of a high-ranking female employee of Google. It could have been just “here are some pictures of women we celebrate,” stock photo. But instead, they're like, how can we find something product-relevant that helps them achieve something—helps them have some success that's inspired by this? “Tell me about inspiring women,” “Play the Woman's Hour podcast,” “Show women's nonprofits near me.” Timely, good for a promotion, but also helping them make better use of the product, helping them achieve something they want to achieve.

So these are the use cases we just talked through. Again, you are claiming all kinds of things. Your organization is claiming all kinds of things, and you have this opportunity as a frontline defense lawyer, if you will, to prove that case to your audience. To show them: you don't have to take our word for it on these claims. We've got experts and witnesses who can back those up. You don't have to take our word for it. You can look inside, look at our stories, see our documentation, and come to that conclusion on your own, so you're more likely to believe it. And then you've got the education, which says not only do we know our stuff, but we can help you achieve things.

Hopefully, at the end of the day, that progression for trust leads to loyalty. I think that's what we're all going for here. Trust leads to loyalty, which leads to all those other KPIs we talked about—the metrics we talked about in the beginning. That is what I have for you today. Our audience doesn't trust us. No, but you now have an opportunity to prove it, and I can't wait to see how you do. Thank you.