Voices of CMB: The Chadwick Martin Bailey Research Blog

Highlights from the MassMEDIC MedTech Industry & Innovation Pulse

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By Andrew Wilson

Over the past 3 years, there has been no shortage of attempts to forecast the impact of the Affordable Care Act (ACA) on patients and insurers, but the truth is, the changing care model has ramifications that extend well beyond the waiting room. The multi-billion dollar medical device industry is smack-dab in the middle of tremendous regulatory and economic changes—including the ACA and the Medical Device Excise Tax (MDET). Earlier this year CMB’s MedTech team partnered with the Massachusetts Medical Device Industry Council (MassMEDIC) to survey 123 of their members for their perspectives on the past, present, and future expectations for innovation and growth in the medical device industry. Below, are a few highlights from The 2013 MedTech Industry and Innovation Study:  

• One of the most profound shifts, reflected in the results of our study, is the emerging influence of economic buyers on medical device innovation. The traditional med device market model places physicians at the center of innovation efforts, and to be sure they’re still very much at the forefront of med device companies’ minds. But as the ACA’s cost containment policies come into effect, hospital administrators and insurers will see their influence grow, as they become increasingly involved in purchasing decisions. Indeed, while just under one third of respondents said they have focused their innovation efforts on economic buyers in the past, 53% said economic buyers would receive their attention in the future.

• Not surprisingly, the MDET has elicited a great deal of conversation, with med device companies’ still strenuously objecting to the tax that came into effect last year. However, while the industry as a whole has actively advocated for MDET’s repeal, a surprising 40% have yet to plan to address the tax. For those who have made or acted upon plans to address the tax, workforce reductions and reductions in R&D spend top the list of mitigating actions.  Despite considerable concerns over the changing care model, many respondents were optimistic for the future, with the bulk of respondents expecting increased revenue, both inside and outside the US in the coming 5 years.

• Asked to evaluate their performance on key success factors, the vast majority indicated that their company currently meets or exceeds expectations when it comes to identifying customer wants and needs and determining the most compelling features set—table stakes in new product development in any industry. Respondents also identified areas for differentiation (i.e., capabilities that are important for future success, but that most don’t perform well on).  Organizations that with the following core skills will win in the future - prioritizing resources, determining how to price product(s)/service(s) given the dramatic changes, and developing compelling clinical data to support their product(s)/service(s). 

Click here to read the full report.

The results of this study were presented at MassMEDIC's 17th Annual Conference on May 8th 2013.

Andrew runs CMB’s MedTech practice and has spent the better part of the past decade helping some of the most successful MedTech companies make difficult strategic decisions.  In his free time, Andrew enjoys scrubbing into tracheotomies with clients, and running with his dog Moby.

The 2013 Boston Red Sox: Building Brand Loyalty off the Field

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By Jen Golden

When the 820 consecutive home game sell-out streak ended on April 10^th at Fenway Park (just two games into the 2013 season), the Boston Red Sox found themselves in a unique situation…Red Sox brand loyalty was no longer just a guaranteed thing.

Since the Red Sox won the World Series in ’04 and again in ‘07, brand loyalty has come easy to the team – the fans were just there, happy to support their world champions.  But after a rocky end to the 2011 season and a weak 2012, loyalty has waned and the organization actually needs to re-build that loyalty again.

So where do they start?  Obviously on the field actions play tremendously into brand loyalty of any professional sports team. If the team is winning, fans will come to cheer them on and if the Red Sox continue their already hot start to the 2013 season that may help to re-build the loyalty all in itself.  But besides just winning games and acquiring new and exciting players to drive fans into the ballpark - what have the Sox done to keep Red Sox Nation committed and coming back to the brand?

• Commitment to the brand’s heaviest users:  A new loyalty program has been put in place for the brand’s repeat purchasers (i.e., the devoted season ticket holders who come to game after game). Enrolled into a tiered loyalty program, they can earn points towards rewards (such as throwing out the first pitch at a game) every time they scan their loyalty card at the ball park or make a purchase at a concession stand. By committing to their heaviest users and brand advocates, the Red Sox are aiming to keep their best customers happy. 

• In-Game Promotions:  To show fans they are valued and appreciated, the Red Sox put promotions in place at food stands around the ballpark for the start of the season, including Kids Eat Free and $5 Beers. Even with high ticket prices, these promotions might drive both new and old fans into the ballpark and provide them with a great customer experience once they are in the door of friendly Fenway Park.

• Rebuilding brand trust:  Maybe most importantly, the Red Sox have campaigned to bring trust back to its fans. The Red Sox have always had brand loyalty— even in the 86 year stretch without a World Series win – but trust kept those fans believing that soon their suffering would be over. After the 2012 season, many fans were left feeling that the team had quit on them and weren’t committed to winning.  To combat this mentality in 2013, commercial, print advertisements and billboards showcase players with the message that “What’s Broken Can Be Fixed” and “162 Ways to Restore the Faith.” New manager John Farrell has also promised to do everything he can to help the team win.  However, while this assurance and transparency with the fans is reassuring off the field, the team now must follow through with this commitment on the field to truly gain back the trust.  

Professional sport teams are a unique brand; sometimes no matter how much loyalty the Red Sox organization might try to create – advertising, loyalty programs, promotions, none of it will matter without a competitive team on the field.  However, it’s times like this when the Red Sox can show their dedicated fans they really are valued. They must maintain their brand advocates and deliver on their promise of a committed ball club in order to keep Red Sox Nation faithful even when the League Standings on the Green Monster might show the Red Sox slipping a few games behind the dreaded Yankees. 

Jen Golden is a Senior Associate Researcher at CMB. She’ll never forget the first time her Dad took her to her first Sox game and she saw the Green Monster for the first time – her brand loyalty for the team has never wavered since.

Interested in joining our team? We're hiring, check out the opportunities here on our Career page.

Infographic: What do Mobile Wallets Have to do With Loyalty?

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By Judy Melanson

The Mobile Wallet is a hot topic for those in the retail, technology and financial services industries. As you may know, mobile wallets allow customers to pay at store checkouts with a tap or wave of their smartphones. In our recent Consumer Pulse study of 1,500 smartphone users, we learned that half are unaware of Mobile Wallets.

To drive adoption, retailers and technology providers will need to overcome a lack of awareness and fear of new technology, all while offering a clear advantage over more traditional payment methods. As shown below, loyalty programs provide a key leverage point to drive Mobile Wallet adoption.

Click to see larger version

Download our latest report on the Barriers and Opportunities for Mobile Wallet and learn more about what will drive (and block) adoption, and who has the advantage as we enter the next leg of the mobile wallet race.

Judy is VP of CMB's Travel & Entertainment practice and loves collaborating with clients on driving customer loyalty.  She's the mom of two teens and the wife of an oyster farmer. Follow Judy on Twitter at @Judy_LC

Let the Games Begin: Adventures in Gamification and Loyalty!

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Originally Published on Loyalty360

By Judy Melanson

Shoveling snow, grocery shopping, folding laundry, some daily activities just don’t scream fun…but maybe they should.  We’ve all heard about gamification–using game design elements to drive desired behavior while making life a little more enjoyable. While the day you get points for unloading the dishwasher may be a long way off, gamification is being used to drive member engagement in many loyalty programs.  To spur some creative thinking, I’d like to present some ‘games’ currently offered by loyalty programs. 

But first, a quick review of the different game mechanics that can be used to dial up the fun:

1. Points and levels: Keep track of game progress and link to a benefit

2. Appointments: Ask members to visit at a certain time to get a benefit

3. Progress: Show members what percentage of a task they’ve completed

4. Countdowns: Limited time to complete a task adds to add urgency

5. Sharing: Gain status/points for social behavior

6. Leader Boards/VIP lines: Publicly celebrate high achievers

7. Loss Aversion: Force members to complete a task or lose the benefit

Here are some recent examples of travel and hospitality brands that are creating more rewarding and fun loyalty programs through gamification; hopefully this list will encourage you to think about all the ways you can make life a little more fun for your customers.

• The enduring popularity of Jeopardy, bar quizzes, and games like Trivial Pursuit, should leave no doubt that people love trivia games.  The InterContinental Hotels Group’s (IHG) trivia game—Win it in a Minute—awards correct answers with free miles, and capitalizes on the universal desire to prove how smart we are. And it’s proving a smart move—the VP of loyalty programs reported that in the first two weeks of the “Win It in a Minute” promotion IHG has seen 100,000 game plays and has handed out more than 100 million Priority club points.

• Leave it to Caesars Entertainment to take a different spin on loyalty. Having a huge amount of guest data means Caesars can reward their loyalty members based on projected spend, rather than past behavior, as well as present customized offers in real-time to their guests. They also offer Reward Credits through gaming (of course) but also through social gaming by playing Caesars Interactive Facebook games like Caesars Casino.  Total Rewards Members can also use the Social Rewards program to engage with the brand on Facebook, Twitter, and YouTube to earn even more credits.  These twists on the typical points based approach are making the Total Rewards an even more effective loyalty driver.

• I hadn’t harbored any ambitions to become a “mayor” using the Foursquare app until I heard about their partnership with Starwood—Starwood Preferred Guest (SPG) members vie to become “SPG Mayor” by checking into any of the Starwood’s hotels. Along with bragging rights, the Mayor gets to share travel tips and tricks with the rest of the community, as well as additional points and rewards. It’s a simple but effective way to harness the appeal of location-based mobile technologies and our competitive natures, while showcasing the brand’s most loyal members.

• TripAdvisor has employed many strategies from the gaming industry – and they seem to be reaping the benefits of rewarding participation. The popular trip review company grants their contributors badges and titles, like Senior Reviewer, and the approach seems to be paying off for all involved:  TripAdvisor has benefited from more postings (as the ‘competition heats up’) and the traveler can assess a reviewer’s trustworthiness based on their volume of reviews. 

What do these programs have in common? They align with the brand and the way their customers experience that brand.  They embed fun, competition, achievement, status and rewards to increase member engagement.  It may sound simple, but gamification is a strategic choice and you’ll need to ask the questions:

• Why are you adding game design elements to your loyalty program?

• How does it benefit members? Will they enjoy it?

• What are your business goals?

• What actions do you want members to take?

• Which members are most likely to participate?  How valuable are they?

• What metrics will you use to measure your effectiveness?

To incorporate game mechanics into your loyalty program you need to start with the end in mind, ask what’s your vision of success? And think about the most important behaviors you’re trying to motivate. What actions link to those behaviors?

Building customer loyalty is hard work. But while you’re delivering the brand promise, fulfilling customer expectations and enlisting your promoters…stop to have some fun.  At this (and any) time of year, your members, particularly those who live in the frozen Midwest and northeast, will probably love to play along!

Judy is VP of CMB's Travel & Entertainment practice and loves collaborating with clients on driving customer loyalty.  She's the mom of two teens and the wife of an oyster farmer. Follow Judy on Twitter at @Judy_LC

In Orlando for the Loyalty Expo March 20-22? We'll be there too, stop by our booth!

Is Your Loyalty Program Supporting Your Loyalty Strategy?

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Originally Published in Loyalty Management Magazine

By Judy Melanson

Recent articles on the “new economics” of loyalty programs and the choices program managers face may be important to read, but many of them leave me bewildered. These articles warn that in the new loyalty environment, credit card companies will play an increasingly disruptive force as members seek reward currency that offers them more options. They encourage executives to restructure the currency to ensure its dominance, and some authors argue that cash-strapped firms should divest their loyalty programs to generate revenue for the company. 

I agree that if you manage a mature program, with a point or mile-based currency, you need to ensure your program offers a relevant currency with a competitive “earn and burn” structure. This currency and the associated promotions are table-stakes; a requirement for both acquiring and retaining valuable customers. But ask yourself this question: is a loyalty program where your primary focus is on the currency (and its economics) really supporting your customer loyalty strategy? 

In our opinion, real loyalty—the kind that spurs evangelization, incremental trips/purchases, paying a price premium—doesn’t come from delivering points. Your customers don’t buy from you because you give them points. They choose to buy from you because of the distinct value provided by your brand. The key problem with enhanced focus on program currency is that points and miles don’t reflect your brand or its unique value proposition—and won’t engage your passionate customers. 

So how can you ensure that your loyalty program IS supporting your loyalty strategy? 

Relevant communications: Reflect your knowledge of your members’ behavior and preferences in your program communications. I fly out of Boston: why does American Airlines regularly send me promotions on flights out of Chicago? 

Build out ‘soft benefits’ that reflect the brand: Consider why your loyal customers are passionate about your brand—why they choose to spend money with you and not your competitors—and incorporate supporting elements into your program. You can ramp up these “connective tissue” benefits as customer value increases. 

Consider ‘unpublished’ surprise and delights: Instead of revamping the loyalty program and listing all benefits on the web site, invest in delivering valuable customers an item they’d value on a one-time basis. The benefits are clear: you create good will with your most valuable customers. You’re also not raising the bar, adding to the arms race or increasing expectations. And, in today’s connected world, some of these “private gestures” will support positive comments on social-media channels. 

A few brands whose published loyalty programs reflect their brand value and underscore their unique selling proposition:

One hotel chain that excels at the special touches is Kimpton Hotels. The small boutique chain’s unique, fun, and socially conscious brand promise infuses everything, from their rooms to their website, to their loyalty program—InTouch, and their elite loyalty program Inner Circle. Their InTouch program offers traditional perks like free nights, but the preferences of loyalty members also get recognized—the hotels customize amenities (like pillow, newspaper, mini-bar) based on guests’ stated preferences. The rewards are more valuable for the Inner Circle members—those who stay 15 times within a calendar year—they include direct access to the CEO along with the more typical complimentary upgrades. 

While hotels have multiple touch-points for sharing their brand with their guests, retail stores can face more of a challenge. But Neimen Marcus’ five tier InCircle program clearly demonstrates an understanding of why loyalty program members choose to shop with them. The program’s benefits reflect their unique brand proposition and reflect the store’s deep understanding of their target customer —affluent shoppers who value luxury and a high-end shopping experience. Neimen’s rewards include perk cards which can be used for dozens of services including alterations, in store dining, monogramming and shoe repair. Rewards highlight exclusivity as well as the more traditional point based rewards. 

With truly vast amounts of data, Amazon could be content with offering suggestions based on previously purchased or viewed items—it’s no small thing to show your customers you know what interests them. But Amazon’s rewards program goes beyond the data warehouse, and while Amazon Prime isn’t free, the free or reduced shipping, and access to content, the Kindle lending library, where Kindle owners can borrow and read books for free, are powerful reminders of the value of the brand and strong motivators to encourage frequent shoppers to return again and again.

Judy is VP of CMB's Travel & Entertainment practice and loves collaborating with clients on driving customer loyalty.  She's the mom of two teens and the wife of an oyster farmer. Follow Judy on Twitter at @Judy_LC

The Life of a Market Researcher: A Blessing and a Curse

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By Caitlin Dailey

A warning to all the college seniors thinking about a career in market research: becoming a market researcher is both a blessing and a curse. Since I began working at CMB, I can’t turn away from a questionnaire or a good read on survey statistics, and having a group of classmates and friends with the same background just adds fuel to the fire. Whenever we come across an interesting study, we just have to share it.

One study came into my inbox just 3 days ago. This particular study was about “what singles want.” I found this particularly interesting given that I’m a single “twenty-something” living in a city with a relatively large number of unmarried women. According to the “what singles want” study of over 5,000 unattached adults 21+, “54% would not date someone with substantial student loan debt.” In a world where a college degree is the norm and post-grad education is increasingly becoming a requirement, I find this statistic hard to swallow. When I first decided to attend Bentley University, I remember standing around in a friend’s kitchen senior year of high school. His mother asked the group of us what colleges we had decided on, and when I said Bentley, she responded (jokingly), “good luck finding a husband with all of those student loans you’re going to have.” This has become a running joke between us.  Now that there is a statistic to back it up, the joke has turned into a reality.

And the good news just keeps on coming: “49% would consider getting into a committed relationship with someone who lived at home with parents.” I guess if I still lived at home my student loans would be less of an issue. Call me crazy, but something about living at home and being in a relationship just doesn’t add up. And let’s not neglect to mention the affect that social media has on the dating scene. “38% [of respondents] would cancel a date because of something they found while doing internet research on their date”. So your relationship could be doomed before you even get the chance to meet someone in person. And yet, finding partners online is becoming more and more common. Is your head spinning? Mine is.

So being a market researcher is both a blessing and a curse. I too easily get roped into reading all of these articles that make me contemplate life, and question whether I am in the norm or if I even want to be in the norm, but I also get to learn about market trends and answer real business questions for great clients. My head might be spinning with numbers and statistics, but it certainly makes life interesting.

Caitlin is a senior associate researcher for the Retail/Travel/Entertainment practice. Outside of work she is a company dancer with DanceWorks Boston, and continues her search for ‘Mr. Right’ despite her substantial student loan debt.

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Upcoming Webinar February 28th: Segmentation as a Change Agent

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By Mark Carr

As with many financial services firms, SunTrust Bank has had to re-consider its strategy over the past several years. My colleagues at Chadwick Martin Bailey (CMB is South Street’s sister company) and I had the privilege of recently working with the company as it shifted into a decidedly customer-centric approach to the way it designed its products and services.

Next Thursday, I am pleased to be co-presenting a webinar with Jeff VanDeVelde from SunTrust and Rich Schreuer from CMB. We’ll be covering SunTrust’s use of customer segmentation to drive its shift to customer centricity.

What’s a strategy consulting firm doing talking about segmentation, you might ask?

Well, strategy is as much about saying “no” as it is about saying “yes” to opportunities for growth. Being able to identify, understand, and then remain true to your target customers is at the core of any good strategy. Clarity around target market segments helps businesses crystallize and rally around the strategies that will drive the most value for their best customers, profitably.

At some point, all our projects hinge on being able to answer the question: will this product feature/marketing message/overall initiative/etc meet my most valuable customers’ needs? Because we believe customer-centric strategy and innovation leads to more profitable growth, all our work contains a strong foundational element of re-grounding the client in the market and their best target segments – for today and the future.

We hope you will join us to learn more on the 28^th, and please drop us a line to let us know what you think! Click here to register.

Posted by J. Mark Carr, Mark is co-founder and managing partner of South Street Strategy Group.

South Street Strategy Group, an independent sister company of Chadwick Martin Bailey, integrates the best of strategy consulting and marketing science to develop better growth and value delivery strategies. Read South Street's Strategy Group's blog here.

Does Steven Spielberg Have What it Takes to be a Market Researcher?

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By Heather Magaw

It's Oscar week, time for me to reveal a few of the lesser-known parallels between two glamorous industries—Hollywood and Market Research.

Just as the Academy is abuzz about Lincoln and Argo, market researchers can't get enough of two topics: 1) Big Data and 2) Storytelling. You can’t go to a conference or read a blog without hearing at least 5 new takes on both concepts. For us, figuring out how to tell a compelling story with massive amounts of data is exciting stuff. Maybe we should recruit some big-name, box-office talent, like Steven Spielberg, to join the CMB ranks for our next Blockbuster client project.

What? You’re not convinced Mr. Spielberg is cut out for the life of a market researcher? Movie producers and directors sift through mountains of footage, leaving the vast majority of it on the cutting room floor; an extensive team effort transforms hundreds of hours of film into 90 minutes of entertainment. Really, it’s very similar to what we do every day at CMB: analyze mountains of complex data, synthesize it into a focused story, ultimately crafting a business decision focused research report.

At first blush, you may think that research reports don’t stack up to a movie for entertainment value, but for our research junkie clients and information needy executives, a well-written research report that helps them tackle their most difficult business challenges is often even more compelling than the latest blockbuster flick. The art of storytelling in a research report is just as important as it is to movies. Just as audiences would never willingly sit through hours upon hours of raw footage, business leaders have little appetite for sifting through reams of data tables.    

So, I ask, why shouldn’t we be recruiting Steven Spielberg as our next great Practice Leader or Senior Consultant at Chadwick Martin Bailey? As my colleague Athena mentioned last week, our neighborhood has served as a backdrop for a number of well-known movies, he might feel right at home.

Heather is VP of Client Services and always makes a point to read and finish the book before viewing movie adaptations.

Can't get enough excitement? Register for our upcoming webinar, February 28th at noon: Segmentation as a Strategic Change Agent, with Jeff VanDeVelde of SunTrust Bank.

Super Bowl Squares: Increase Your Odds of Winning (Reposted)

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As we prepare for Super Bowl XLVII we thought we'd share, once again, Jim Garrity's tips for picking Super Bowl Squares. Originally published 4/4/2011.

“Big Ideas” to Improve Customer Engagement in 2013

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By Judy Melanson

Originally published on Loyalty 360

I love New Year’s Resolutions!  Every December, I enjoy reflecting on what I’ve learned in the last 12 months, and set goals to grow professionally and personally.  On my list again this year, is studying opportunities to drive customer engagement—understanding how companies in the travel and hospitality industries can use new techniques and technologies to drive loyalty and ultimately profits.

Every two years, Marketing Science Institute (MSI), a think-tank bridging academic theory and business practice, reaches out to thought leaders to set its priorities for upcoming research and conferences.  MSI’s “Priority Topic” list reflects marketing’s key challenges and opportunities (see the full list here). Topics include: Big Data; insight into people as consumers; rethinking the journey to purchase (and beyond); and mobile’s impact on how people live their lives. 

If you were to improve your organization’s effectiveness in any of these areas, chances are good you will increase your customer’s engagement and loyalty.  My “2013 professional resolution” is to share learnings about each of these Priority Topics.

Today, let’s tackle Big Data:  leveraging the customer and market information available to drive business results.  Although the topic of Big Data is just that— “Big,” the reality is when you break it down into small steps you can begin to drive customer engagement with data you already have on hand.

Big Data: The promise and the pitfalls

As computers and cell phones play an increasingly important role in consumers’ daily activities, mountains of data are collected and stored by travel and hospitality companies.  From customer transactional (e.g., bookings, loyalty program redemptions, web site visits, call center logs) to interactional data (e.g., posts on Facebook) and observational data (e.g., networked sensors in cellphones or cars), the amount of data available for analysis is immense and expanding daily.    

When it comes down to it, Big Data is useful only as we are able to glean useful business intelligence from all this data.  The true value of Big Data (or any data for that matter) is not in the bits and bytes but in using the knowledge gained to help you make better decisions—to reduce the chances of making a bad decision and to help you “sleep better at night.”  Companies can leverage big data in a number of ways including product and service development, process improvements, and revenue management.

Some companies who’ve found success with Big Data engagements (outside of travel and hospitality) include:

• Amazon.com, eBay, and Google continuously test factors—from where to place buttons on a Web page to the sequence of content displayed—to determine what will increase sales and user engagement. 

• Capital One continues to refine its methods for segmenting credit card customers and for tailoring products to individual risk profiles. According to Nigel Morris, one of Capital One’s cofounders, the company’s multifunctional teams of financial analysts, IT specialists, and marketers conduct more than 65,000 tests each year, experimenting with combinations of market segments and new products.

• The online grocer Fresh Direct adjusts prices and promotions daily (or even more frequently) based on data feeds from online transactions, visits by consumers to its website, and customer service interactions. 

The pitfalls: 

Quantum physics might be easier to explain than Big Data and brain surgery might be easier to do!  Not only do you need to conceptualize the plan, structure the data, acquire the software and/or analysis tools but then you need to do the analysis.  This is hard to get your head around! 

Big Data exercises to predict customer behavior have been met with limited success.  Netflix offered a $1 Million prize to the firm that could improve its movie selection algorithm by just 10%.  Three years later, a group managed to create a model using available data however the formula was too complicated for Netflix to implement.   If you haven’t read it yet take a few minutes to check out this HBR post that talks about the challenge of modeling consumer behavior: Big Data Hype (and reality).

Big Data: Baby steps

Here are some practical ideas for you to begin to look to incorporate some ‘Big Data’ activities into your 2013 plans:

• Link financial data to your customer satisfaction.  Understand the monetary value (in the short and long-term) of a satisfied guest to make informed decisions on investments and initiatives. 

• Build bridges between different data sources.  First, use the same categories to code responses in your customer satisfaction study, social media analytics and your call center. Second, ensure a person is tagged with the same identifier in all data sources so you can look at a customer’s responses across the silos of your organization. 

• What? So What? Now what?  Start your quest for decision-support with the end in mind.  Get agreement on the “Essential Question” you are looking to address, and identify the supporting information (from all relevant sources) you need to support your recommendations.  Make sure your recommendations answer the question:  Now what action should I take? 

We see a bright future for travel clients in using Big Data for building engagement and loyalty.  Develop a plan to answer your Essential Questions and, then you will be in a better position to practically analyze the right data from the right data sources – applying a laser-like focus on the problem you are trying to solve. 

How will you use Big Data (or any data for that matter) to drive customer engagement and loyalty in 2013?

Judy is VP of CMB's Travel & Entertainment practice and loves collaborating with clients on driving customer loyalty.  She's the mom of two teens and the wife of an oyster farmer. Follow Judy on Twitter at @Judy_LC