The importance of the 3V’s to customer-based strategy

How do you go about developing a customer-based strategy?

If you are a strategist you will have come across all kinds of frameworks including: 5 Forces(Porter); Core Competencies (Hamel & Prahalad); Ansoff’s Matrix; BCG’s Growth-Share Matrix; 7S McKinsey Model; GE-McKinsey Matrix; 3Cs (Kenichi Ohmae); PEST(LE) model; SWOT analysis; IDIC (Peppers & Rogers)…..   Each was developed in a particular era, for a particular problem and represents a particular point of view about what matters in shaping success.

In addition to these frameworks, I’d like to suggest the 3V’s – Vision, Values and the Value Proposition.

Vision

Valeria Maltoni at the Conversation Agent has spelled out the value of having a Vision Statement.  I am going to take her lead and explore the Virgin Group especially as I had the good fortune to provide digital marketing services to the Virgin brand some years ago and walked away impressed at the culture, the customer orientation and how we (the supplier) were treated.  If you take a look at the Virgin website you find the following statements:

  • “We have always succeeded in business by offering consumers another way, a better way and being willing to fight their corner.”
  • “Our lifestyle is the way that we choose to live our lives – the things we buy, the things we believe – it is who we are. As global citizens we want to provide people with products and services that will help them to embrace a more sustainable lifestyle.”
  • “Our vision is to contribute to creating happy and fulfilling lives which are also sustainable – surely a vision worth aspiring to?”
  • “We believe that we have a part to play in making this a reality and so our vision for sustainability within the Virgin Group is: “to make a credible contribution towards sustainable lifestyles whilst meeting or exceeding the expectations of our staff, customers and other stakeholders”.”
  • “We want our Virgin companies to provide responsibly produced, sustainable, low carbon services and products that are desirable, easy to use and good value above all else so that our customers can enjoy their lifestyles safe in the knowledge that Virgin is acting responsibly on their behalf.”

What is the point of putting forth a Vision Statement?  Let me say that is no point in a Vision Statement if it is just a PR exercise or a desperate attempt to revive flagging fortunes.  The power of a Vision Statement lies in its ability to enroll a diversity of actors (Tops, Middles, Bottoms, Customers, Suppliers…) in an inspiring point of view on the future such that they co-operate in moving towards and creating that future.  This means that first and foremost the Vision Statement has to be authentic for the leader who crafts, speaks and lives it.  Notice the last point:  the Vision Statement lives to the extent that it is lived.  The more people that live it the more likely it is that the vision will become reality.

Values

You and I might craft the same Vision Statement and yet go about it very differently.  Why? Because our values (and beliefs) are very different.  For example, in the ‘struggle’ for independence from British rule in India several leading figures wanted the same thing – to bring an end to British rule and rule themselves as a people – yet some leaders valued taking up arms, others valued pleasing the British and Gandhi valued non-violent resistance.

Here is what Virgin says about values:

“The Virgin brand values have remained unchanged for 40 years. They aren’t just an image but a reflection of our very essence and the way we do business. Virgin has always stood for value for money, quality, innovation, fun and a sense of competitive challenge. But now our brand values have gone three dimensional; we no longer have a list of brand values but a brand cube to which we have added the Wellbeing & Happiness of People and Sustainability of the Planet. “

Made up values are cooked up to brainwash the intended audience and in that sense are simply the lipstick that hides the pig.  They are an either an attempt to hoodwink the gullible, a good sounding slogan or simply a desperate attempt to turn an also ran into a contender (think back to the highly successful Avis campaign “We try harder”).   Which makes me ponder about British Airways suddenly finding its core values: “To fly, to serve”.  Is it authentic?  I don’t know.  Will it lift its fortunes?  Possibly.

Real – authentic – values act both as guides and as constraints on what you will and will not do and how you will conduct yourself. One of the essential aspects of strategy is choosing what courses of action you will take and what courses of action you will not take.  Real values also have another advantage they allow you find / attract value chain partners – it is simply easier to do business with those that hold the same values as yourself and arguably it is more fun as well.

Value Proposition

In my way of thinking the Value Proposition is where you spell out your promise to your target customers.  It is where you take all of your insights about yourself, your target customers, your competitors and the world at large and spell out what your customers can count on you for. If you get the Value Proposition right then you will attract hordes of customers.  If you actually deliver on the Value Proposition – the customer experience delivers the value proposition – then you will keep customers and they will get more customers for you through word of mouth.

Let’s take a look at the Value Propositions for Richer Sounds (award-winning high street electronics retailer); TED (one of my favourite sites); and John Lewis (renowned for customer service):

Richer Sounds:  “Biggest Brands, Best Prices, Expert Advice…and take it home today!“;

TED: “Riveting talks by remarkable people, free to the world”; and

John Lewis:  “Free Standard UK Delivery on Orders Over £30”; “Click and Collect From Our Shops”; “International Delivery”; and “Never Knowingly Undersold.

Conclusion

It is worth thinking about what you stand for in the world (Vision, Values) and clearly articulating the promise that you are making / the bargain that you are striking with your target customers (Value Proposition).  Why? Because these are fundamental strands of a customer-based strategy.  What do you think?

 


Howard Schultz/Starbucks: 18 insights and lessons from a customer experience master

It is worth learning from the masters

You may have noticed that I am an avid student of all things customer.  Over the last few months I have been reading Onward by Howard Schultz and I have found it to be an insightful and inspiring read – I recommend you buy it and read it!

Perhaps, I love the book because it validates my point of view (bias) on customer-centricity and customer experience – as a philosophy rather than a strategy or simply tactics (I’ll get into that distinction in a follow up post).  For today I simply want to share with you some stuff in the book that resonated with me in the hope that you may find it useful too (any stuff in bold is my doing).

18 insights / lessons from Howard Schultz

“A well built brand is the culmination of intangibles that do not directly flow to the revenue or profitability of a company, but contribute to its texture. Forsaking them can take a subtle, collective toll.” (p23)

“I always say that Starbucks is at its best when we are creating enduring relationships and personal connections. It is the essence of our brand, but not simple to achieve. Many layers go into eliciting such an emotional response.  Starbucks is intensely personal.” (p23)

“Unlike other brands, Starbucks was not built through marketing and traditional advertising.  We succeed by creating and experience that comes to life, in large part, because of how we treat our people, how we treat our farmers, our customers, and how we give back to the communities.  Inside the company, there had always been an unspoken level of trust….” (p27)

“I suggested something to the group as the ideas began to percolate. “The only filters to our thinking should be: Will it make our people proud? Will it make the customer experience better? And will it enhance Starbucks in the minds and hearts of our customers?”” (p75)

In my head I knew that no silver bullet would transform Starbucks overnight, but in my heart I was on the lookout for a big idea – what would be the next Frappucino, the most successful new product in Starbucks’ history?” (p75)

“But there was an even more important reason that I chose to eliminate comps from our quarterly reporting. They were a dangerous enemy in the battle to transform the company…….The fruits of this comp effect could be seen in seemingly small details. Once I walked into a store and was appalled by the proliferation of stuffed animals for sale.  “What is this?”  I asked the store manager in frustration…..The manager didn’t blink. “They’re great for incremental sales and have a big gross margin.” This was the type of mentality that had become pervasive. And dangerous.” (p89)

“In any well run retail business, there is, by definition, a maniacal focus on details……..In 2008 I felt very strongly that many of us had lost our attention to the details of our business…..Like a doctor who measures a patient’s height and weight every year without checking blood pressure without checking blood pressure or heart rate, Starbucks was not diagnosing itself at a level of detail that would help ensure its long-term health….We thought in terms of millions of customers and thousands of stores instead of one customer, one partner and one coffee at a time. We forgot that “ones” add up.” (p97

Their instruction at this “seeing” exercise was to consider each retail experience not as a merchant or an operator, but from the point of view of the customer. What did they witness, smell and hear? What non-verbal cues enhanced the experience? ……That journey helped put our leaders back in customers’ shoes, providing an enlightening and for some emotional exercise that underscored how important it was to put the customer at the centre of every meeting and business decision.” (p107)

“Starbucks coffee is exceptional, yes, but emotional connection is our true value proposition.  This is a subtle concept, often too subtle for many businesspeople to replicate or cynics to appreciate. Where is emotion’s return on investment? they want to know. To me, the answer is clear: When partners like Sandie feel proud of our company – because of their trust in the company, because of our values, because of how they are treated, because of how they treat others, because of our ethical practices – they willingly elevate the experience of each other and customers, one cup at a time.” (p115)

I have always believed that innovation is about rethinking the nature of relationships, not just rethinking products and as Michael explained how Ideastorm was helping Dell listen to customers and improv its products and services…..Thee was definately something here for Starbucks.  A chance to reconnect with customers we had lost touch with.” (p120)

“..one of the most important pieces of advice I’d heard upon my return…….”Protect and preserve your core customers.”…..”The cost of losing your core customers and trying to get them back in a down economy will be much greater than the cost of investing in them and trying to keep them.“” (p129)

“Some corporations are built, or rebuilt, on data driven business plans and hired guns with formulaic strategies. They may succeed, but they lack soul.  Starbucks is, by its founding nature, different……..transformation was not only about tightening nuts and boltsIf we did not also feel, if we did not have conviction in our values and believe that we really were in the business of human connection – on our farms, in our offices, in our stores, in our communities – then we were doomed.  We had to preserve our humanity.” (p131)

“But what many or our people had in spirit they lacked in business acumen and tools…….We also observed too much waste…….Something subtler was being wasted: our people’s time and energy……The fault did not lie with our people in the stores.  They were doing the jobs they had been asked to do with the resources and training they’d been given.  For all the brand’s marketing success, Starbucks needed a more disciplined operations system…..” (p145)

Growth had been a carcinogen. When it became our primary operating principle, it diverted attention from revenue and cost saving opportunities, and we did not effectively manage expenses……..Then as consumers cut their spending, we faced a lethal combination – rising costs and sinking sales – which meant Starbucks economic model was no longer viable.” (p149)

“As I stared at the list of 600, a lesson resonated: Success is not sustainable if it’s defined by how big you become.  Large numbers that once captivated me – 40,000 stores – are not what matter. The only number that matters is “one”. One cup. One customer. One partner. One experience at a time. We had to get back to what mattered most.” (p152)

“Kristen summed up Lean’s benefit well: “We were spending too much of our time fixing moments , but not actually solving problems. But fixing moments, like mopping a dirty floor, only provides short-term satisfaction.  But take the time to understand the problem – like how to keep a floor from getting so dirty in the first place – solves, and maybe eliminates a problem for the long term.”” (p278)

“At it’s core, I believe leadership is about instilling confidence in others..” (p302)

“There are companies that operate huge global networks of retail stores, like us.  Others distribute their products on grocery shelves all over the world, like us.  And a few do an extraordinary job of building emotional connections with their customers, as we have learned to do.” (p311)

My recommendation

Buy the book – it is a great read and has lots of real world lessons and insights.  For most business people it is likely to be a challenge because Starbucks is Starbucks because it is not built on nor operates on conventional business wisdom and practices.

Reflection on society and the state of the patient experience

How do we treat the old and vulnerable in our hospitals?

To me, the mark of any civilisation is how we as a society treat the vulnerable.  How we treat the vulnerable shows how much we genuinely care for people as human beings rather than economic entities.   And when it comes to vulnerability the old folks in hospital are about as vulnerable as you can get – trust me I have spent quite some time observing how these folks and they way they are treated.  Which is why I am not at all surprised by how badly these folks are treated in the UK.  Here as some highlights from a recent piece in the Guardian newspaper:

  • “Nearly half of hospitals are failing to provide good nutrition to elderly patients while 40% do not offer dignified care..”
  • “At Alexandra hospital staff told how they sometimes had to prescribe drinking water on medication charts to “ensure people get regular drinks”
  • “Inspectors found “meals served and taken to the bedside of people who were asleep or not sitting in the right position to enable them to eat their meal”
  • “At Barnsley hospital, one patient whose nutrition was supposed to be monitored ate only a single spoonful of ice cream for lunch before their tray was cleared”

This is what the Chief Executive of the Patients Association says in this article: “Why is it that patients have to be prescribed water? Water and food are not treatments, they are a basic human right. Helping patients with food and water is not a try-to-do, it is a fundamental part of essential care”.

Ask yourself: what kind of system delivers this outcome?  Is is simply a question of not enough staff on the ward?  Or is it more: a system in which the ‘human touch’ has been driven out and replaced with stuff like targets, tasks, forms, checklists, outsourcing to reduce costs….?  Whatever you decide, it is clear that the system is not designed to care for the patient and his/her wellbeing. It is a system in which there as so many players (each player doing his thing) that no single person has the complete picture of the patient nor the feeling of responsibility for the well-being of patients.  It is a system where the people at the top claim and possibly believe that they are treating the patient/the customer well.  Whilst the people at the coal face only make the targets (set by the people at the top) by not paying attention to the needs of the patients.   Does this remind you of many commercial organisations where so many functions/people touch the customer and yet no-one owns the customer experience nor is responsible for the health of the relationship?

Are we using technology to dehumanize (one another) rather than enhance the human touch?

“For all the promise of digital media to bring people together, I still believe that the most sincere, lasting powers of human connection come from looking directly into someone else’s eyes, with no screen in between” [Howard Schultz]

As a society we are in love with technology and we are under the illusion that information technologies can and should  replace the human touch.  This is not a harmless illusion – it has a real impact on our relationships with each other: between employees; between the people in the business and the customer; between the doctors and their patients… You might have read about the research (and real life horror stories) that show that human babies shrivel up, under develop and even die in the absence of human touch.  Is it any different for adults?

Abraham Verghese spells out the importance of human touch and ritual to the well-being of patients in the following video.  I urge you to watch it as the story that he shares sheds light on the human condition and provides lessons on how we treat one another.

What are the lessons for Customer Experience?

Just in case you did not watch the video here are some of Abraham Verghese’s words and my commentary on those words:

  • “The patient in the bed has almost become an icon for the real patient who is in the computer.  I have coined a term for that entity I call it the iPatient. The iPatient has getting wonderful care all across over America, the real patient often wonders where is everyone?  When are they going to come by and explain things to me?  Who is in charge?”   There is world of difference between the real customer and what the customer’s record in the marketing database – too many marketers and organisations confuse the two.
  • “There is a real disjunction between the patients perception and our own perceptions as physicians of the best medical care.”   We live out of our own worldview and we want to think well of ourselves so we almost always have biassed view on how well we are doing in terms of looking after our customers and the relationships we have with them.  Often we confuse convenience and the repeat transactions that it drives with customer loyalty founded on an enduring emotional bond.
  • “To often rounds look like this where discussion is taking place in a room far away from the patient.   The discussion is all about images on the computer, data, and the one critical piece missing is the patient.”  I witness many discussions about customers and/or the voice of the customer and yet I notice that no customers are present and neither is there voice.   How many have set-up a dedicated platform to allow customers a voiceHow many executives actually spend time with real customers and walking in the shoes of these customers?  Numbers, analytics, can never substitute for nor provide access to that which is fundamentally human and which comes alive through human touch.  If numbers is your thing and not people then go and run an investment fund not a business: a business is all about people. 

A final thought

Would it make any difference to human relationships and the way that we conduct business if we remembered and acted on the following insight:

“You never know what is going on in people’s lives when you serve them. For all you know it could be someone’s last day on earth.”  (Onward, p187)

Why aren’t marketers using personalised video to improve the customer experience and generate engagement?

In Colin Shaw’s latest (insightful) post he provided a link to the following video:

If you watch the video you will see a profound change in behaviour by simply turning the mundane, take for granted, into an interactive / engaging experience.  What if I had used text to describe the events in the video?  Ask yourself would it have had the same impact?  Would your experience been the same?  Would your level of engagement been the same?  Would your level of comprehension been the same?  I know that for most people the video increases comprehension, engagement and delight.  That is certainly true for me; we forget that text is a relatively recent invention and reading/comprehension is a specialised skill that has to be learnt over a long time.

That got me wondering about marketing, communication, personalisation, engagement and the customer experience.  Is it possible for a commercial organisation to communicate information in a way that improves the customer experience and increases marketing effectiveness? Put differently, is there a way for us to make our communication stand out and better engage our customers?  I think there is: personalised video.  I can think of two particular instances where it is likely to be particularly useful.  First, communicating the complex and second marketing offers.

Communicating the complex through personalised video

Imagine that you are customer of a mobile telco and instead of getting the same old text based monthly bill, that you struggle to understand and mostly ignore you, you get the following video addressed to you personally:

What you be surprised even delighted?  Would you sit up and pay attention?  Do you think you are more likely to respond to the marketing offer embedded in this monthly bill?  I know that for me it is yes, yes and yes.  Talking about that I do wish that Sky would do something like this because each month I receive a bill and each month I struggle to make sense of it.  What is the likelihood that if the bill was explained in this way that there would be drop in the number of calls into the call centre asking questions about the bill?  How much could be saved by cutting out calls that the customer does not want to make and the business does not want to handle?

Do you have a pension policy?  Do you understand the yearly statements that you get?  I struggle to make sense of my statements even though I am financially literate (I am a Chartered Accountant and a member of the ICAEW) and sometimes I simply file them away meaning to look at them yet somehow don’t get around to it.  What if you received this yearly statement as a personalised video:

Making marketing offers come to life through personalised video

How about bringing your marketing offers to life?  Forgoing the text based direct mail that lands in the post box and is probably binned and replacing it with a personalised video to your email address?  Take a look at the following two videos and see what impact they make on you and might make on your customers:

Who is making personalised video a reality?

When I first came across this idea I jumped to the conclusion that it must be expensive.  Turns out that is not the case.  There is company in Israel called Idomoo that excels at personalised video and can do it for  a relatively small sum of money.  If you want to learn more about the mechanics and financials around personalised video then I suggest you contact Danny Kalish the CTO and Co-Founder.

Discloure:  I have no personal or financial connection with Danny Kalish or Idomoo.  One of the readers of this blog contacted me to make me aware of personalised video and then put me in touch with Idomoo so that I could learn what is possible and what Idomoo are doing.  I am happy to write about this because I can see the value in personalised video.

Why do only a handful of companies excel at cultivating customer loyalty?

The story state of Customer Experience

Dave Brocks latest post (selling disguised as relationship management) and Beyond Philosophy’s Global Customer Experience Management Survey (2011) which made the point that a lot of stuff that is not Customer Experience is being badged as Customer experience got me thinking about this sorry state: lots of talk, lots of people with the right titles, lots of spend on technology and yet the same old organisational behaviour.   Which begs the question: why it is that only a few companies truly excel at Customer Experience and customer-centricity?  Now I can list all the usual candidates: spaghetti like systems, silos, channel proliferation, organisational design, conflicting agendas & metrics and so forth.  That is exactly what I am not going to do because I believe that these are red herrings that are used to paper over what is so.  So let’s take a skeptical look at business and see if this sheds any light.

The smuggler, the border guard and the wheelbarrow

Every day a man turns up at the border with a wheelbarrow and some stuff in it.  Every day the border guard examines the stuff in the wheelbarrow convinced that the man is smuggling something.  Some days the stuff is clothes, other days footwear, sometime watches, sometime blankets yet none of the stuff in the wheelbarrow is contraband and so the border guard reluctantly allows the man across the border.  This goes on and on until the border guard retires.  Shortly after that the border guard and the man meet accidentally and the border guard asks him to say what he was smuggling.  The man replies “Wheelbarrows!”

Let’s stop for a moment and look at the whole customer stuff: customer satisfaction, customer focus, customer loyalty, customer relationship management, customer experience and customer-centricity. And ask the question: what is right in front of us that we are missing?  What is our ‘wheelbarrow’?

The name of the game is neither Customer Experience nor customer-centricity

Is it easy to do well in a truly competitive industry?  No, it is hard work.  What is the ideal scenario for every company in a competitive space?  To become the monopoly supplier.  Why is this appealing?  Because, you can dictate terms to the customers and they have to play ball.  When you are in that position you do not have to bother with all this nonsense about customer focus: customers are difficult, being customer focussed is hard work and besides it stops you from making monopolistic rents.  If you cannot have a pure monopoly then you can get something like it – and oligopoly.  This is where a small bunch of companies control the market: they sell similar products, at similar prices, in similar ways and have the same business models.  In effect, they ‘agree’ to carve up the market and the profits.  Often these industries have high barriers to entry and so there is no real competition: think banks, utilities, telecoms…….The last thing that any CEO, Board of Directors or shareholders want is a truly competitive market.  Why? Because you have to fight for customers and their wallet.  Which brings us to an important point.

What has changed is that the traditional means of attaining this outcome no longer work as well as they used to.   Originally there was control over valuable natural resources and distribution channels. Later, control of intellectual property and shaping the mind of the consumer through advertising, branding and PR. Since the rise of the internet the traditional means (resources, distribution, IP, advertising..) have not been working that well.  Just think of the disruptive power of the internet: you no longer need stores and all the capital that goes with that; your market is the whole world and you do not even have to setup a website – you can pitch your tent at ebay and sell to the whole world; and customers are awash with useful information that makes them better informed, smarter decision makers and more discriminating buyers.  This is why we have heard and read so much talk about targeted marketing, relationship marketing, permission marketing, personalisation, customer focus, customer service, customer experience, customer-centricity.

Does that mean that there has been a wholesale transformation of the heart (love of the customer) or of the head (change in worldview)?  I am think that there has been no such change.  The game is still the same: to orchestrate the levers of power to become monopolistic suppliers and thus extract monopolistic rents.   And if that is not possible then many businesses do the utmost to get the better of customers (too many option, complicated pricing, misleading advertising, dumbing down customer service etc) to maximise short term profits.  If it is the ‘age of the customer’ (IBM says it is) then we are talking about many businesses being dragged kicking and screaming into the ‘age of the customer’.  Many if not almost all would prefer the good old times when customers had no voice, no power and simply put up with what they were given.  Take a good look at the laggards (you know who they are) and you will notice that they still hold monopoly type positions, accrue monopolistic rents and continue to pay lip service to customer service and ‘the customer is king’.

If you see this then you can see the ‘wheelbarrow’ that is right in front of us and which we may have been missing: the vast majority of businesses want and strive to become monopolistic suppliers so that they can monopolistic rents without the hard work of being customer-centred.   If you accept this then you can understand that whilst the titles of changed from “Sales” to “Relationship Manager” the hidden objective is the same: sell more, increase “share of wallet”.   You can also understand why business process management, lean, cost-cutting via self-service technology, customer service, marketing etc  have all been rebadged as Customer Experience – changing labels is the easy part and Drayton Bird has an excellent/witty post on this.   Put differently, all the talk of customer focus, customer service, CRM, Social CRM, customer experience and customer-centricity is simply the bric-a-brac in the ‘wheelbarrow’ that prevents us from seeing the ‘wheelbarrow’ for what it is.   Any real form of customer-centricity (as opposed to the talk) is being brought on by new entrants to the battleground.  And by the power wielded by customers who now have the technologies and platforms to be better informed, make smarter decisions and make their voices heard

To excel at customer-centricity, Customer Experience and customer loyalty you have travel along the road less travelled

Which bring me back to my original question: why do only a handful of companies excel at cultivating customer loyalty?  Because by design or by accident the people who started these companies  operate from a customer centred paradigm and have built customer-centred business models, cultures and organisations.  And the leaders of these companies were willing to play the long term game.  How long did it take for Amazon to become profitable?  What about Zappos?   Is USAA simply a vehicle for churning out profits for shareholders or an organisation with a mission to service members of the armed forces?  Starbucks is a great example of a company that made it fortune by understanding customers human needs and delivering them (“the third place”)  and then got itself into trouble by forgetting this mission (and associated values, operating practices) and chasing growth and profitability targets set by the analysts.  Starbucks had to go back to the basics to connect with their customers and win them bac

Perhaps this handful of companies (Amazon, Starbucks, USAA, Zane Cycles, Zappos..) will provide the inspiration for authentic customer-centricity:  O2 (UK mobile telecoms operator who does not think of itself as that) is a company that has embraced customer-centricity with a fervour that is necessary to be an experience services brand and organisation.  In the process it has become the leader in the UK telecoms industry: brand, revenues, subscribers, profits. The recent Ofcom results show that “The least complained about mobile provider….was O2, with 0.02 complaints for every 1000 customers compared to 0.14 in the case of 3UK.”  This is remarkable when you consider that O2 was spun off from a former state monopoly BT in 2001.  And birth O2 was viewed as a second rate player in the telecoms market and some doubted its future prospects.  Maybe more executives will follow the lead of O2 and genuinely orient their companies around customer, customer experience and customer-centricity.

A final word

To excel at Customer Experience and customer-centricity you have to have an affinity for people as human beings.  I will go further and say that you have to connect with and care about your customers as human beings first and wallets second.  Going even further I’d say you have to love your customers and show them that you love them.  In my view this is and has always been the great (hidden) strength of Steve Jobs and Apple:  a deep affinity for the misfits, the rebels, the people out to create a more beautiful world.  If you can see merit in what I am saying then I recommend that you read the following insightful post by Pete Abilla: How to be human

What do you think?