Insight Categories: Brand Strategy

Brand work can be grueling, time-consuming—and often, expensive. As a CMO, planning and executing a rebrand (or even just a strong brand marketing campaign) is rarely the path of least resistance. It takes confidence to prioritize, and even more conviction to justify the investment to the rest of the C-Suite. At Grafik, we hear this all the time: “how can I prove the value of the brand work we’re doing?” Whether it’s a repositioning, a visual identity refresh, or a brand campaign designed to build awareness and favorability rather than leads, the pressure to demonstrate ROI is real. And that’s especially true in B2B.

As Carolyn Ahlstrom of Mozaic Research put it at our most recent NVTC Marketing & Growth COI event: “What gets measured, gets improved.” That mindset is critical if you want to treat brand as a business lever, not just a cost center.

For B2B organizations, brand health shows up most clearly during the “Research phase” of the buying process. When decision-makers are scanning the market, evaluating options, and shaping their consideration set, brand perceptions can make or break your chances. As Carolyn warned, “If you burn the garlic, you’re not going to be able to fix the sauce.” A negative or misaligned first impression—whether from reviews, press, or reputation—can disqualify you before you’ve even entered the conversation. 

But research shows that brand influence doesn’t stop there:

• Middle of the funnel: Brand credibility also plays out in packaging, pricing, and messaging. Do prospects believe your claims? Does your positioning resonate in context? If not, you may be forcing sales to overcome “brand baggage.”
• Bottom of the funnel: Strong brands drive premium pricing. Weak ones discount to win. Research on pricing and packaging consistently shows that companies with strong brand preference avoid margin erosion.

So, how do you prove it? Here are a few brand measurement approaches we help B2B CMOs deploy:

1. Brand Tracking Studies: measuring aided awareness, familiarity, consideration, and usage over time provides a clear picture of where your brand stands relative to competitors. Think of this as your “brand funnel.” Where are prospects falling out—from knowing your brand, to liking it, to using it?  If you’re not ready to engage an outside firm for this, there are lots of AI tools on the market that can help benchmark your brand’s health on a daily basis.
2. Brand Mapping: these visually show how attributes (credibility, innovation, value, etc.) are associated with your brand compared to others. This is especially powerful in B2B where “permission to play” is often dictated by perceived credibility.
3. Message Testing: quantitative and qualitative research helps identify which claims are believable, which elicit skepticism, and which simply don’t land. For CMOs, this is invaluable in refining positioning before scaling campaigns.
4. Pricing & Packaging Research: these studies show the brand effect on price elasticity: whether your brand can command a premium or whether it triggers discounting pressure. For high-consideration B2B purchases, this is a direct line to revenue impact.
5. Purchase Journey Analysis: mapping out the entire journey (which can span 9–24 months and hundreds of touchpoints in B2B) highlights where brand equity acts as reassurance—or risk. This helps marketing leaders know when to double down on amplification.

The key isn’t just conducting brand research—it’s making it operational. At Grafik, we help clients embed these insights into business decision-making. What does this look like in practice? It looks like repositioning with confidence by validating credibility in new markets. Strengthening middle-funnel messaging by leaning into what buyers actually find believable.  And aligning marketing and sales by proving how brand equity protects margins and accelerates decisions.

When CMOs can demonstrate that brand isn’t just “fluffy marketing” but a measurable driver of revenue, pipeline health, and pricing power, the conversation with the CFO and CEO changes. Brand becomes less of a gamble—and more of a growth engine.

Brand is both an early gatekeeper and a late-stage value lever. Measuring it requires rigor, but the payoff is clear: higher credibility, stronger preference, and better margins. As a CMO, if you want to elevate brand in the boardroom, you need to embrace the data, not shy away from it.

Or, to borrow Carolyn’s phrase: measure it, so you can improve it.

For trade organizations, a strong brand is more than just a logo or tagline—it’s the story that connects you to your members, your industry, and the audiences you need to influence. In fact, when an association brand effectively communicates value, we see its positive impact on the business. Metrics such as improved member quality, increased policymaker and regulator visibility, expanded external thought leadership opportunities, stronger market traction of programs and products, and greater member retention and recruitment, all tell us that a brand is doing its job. 

But what if it’s not? What if you’re feeling like member growth has stalled, or retention is slipping, or your industry voice no longer carries the weight it once had? 

Those are all signals that it might be time for a brand checkup and here is why:  

Why now?

Having experienced a recent influx of association brands looking to assess equity and perception, we can say with confidence that leadership is asking the right questions. With changing markets, new administrations, developing industries, and evolving member priorities, we’re seeing everything from industry terminology to audience messaging, naming and visual identities being questioned. Leaders are asking, “does our name still reflect who we are and who we serve?” “Does our logo make us feel dated?” “Are we telling the right story?” “Are we offering members the right products and programs?” “Are we still seen as the voice of an industry?”

Conducting a brand health assessment will undoubtedly help you surface how current members, prospective members, policymakers, and end-users perceive your brand, uncover the disconnects between internal experiences and external perceptions, assess the strength (and risks) of of legacy brand assets (from names to logos to programs), and identify opportunities to evolve offerings and messaging to better align with emerging industry priorities and member needs.  

Where to start

With research, always. Consider the following research methodologies to dig deep and really understand brand perception and sentiment as drivers of business value: 

• Stakeholder engagement: Talk to members, partners, policymakers, and regulators using interviews, roundtables, and surveys to uncover how they really see you. Is your value to them clear? Do they trust your brand and associate it with credibility and authority?
• Competitive audit: Look closely at your competitors and competimates. Are you standing out, or blending in? Are they winning share of mind and wallet?
• Brand audit: Revisit your current brand assets. Does your name, identity, and messaging still reflect your purpose and direction? Do they reflect the industry today and tomorrow? Do they meet the needs of your audiences looking forward? 
• Product and program evaluation: Is what you’re offering aligned to audience needs? Market needs? Industry needs? How does what you offer further your position in market? How does it deliver value to your audiences? What do your audiences need that you may not be providing today? How does this impact the brand? Mechanisms to engage non-traditional vendors.

Turning insights into action

Once you’ve collected the data, the real work begins—using insights to guide decisions. This might mean refining your positioning strategy and messaging so they resonate with both current and future members, reimagining your identity system to preserve equity while signaling evolution, or building an activation plan that ensures consistency across every touchpoint.

The goal isn’t change for the sake of change. It’s about building a brand that feels authentic, relevant, and strong enough to support your members today—while preparing you to lead tomorrow.

How to prepare

Associations should be prepared to invest $50,000–$75,000 in evaluating brand efficacy for an association. Key factors in determining that range include the choice of research methodologies deployed (both for qualitative and quantitative insights) and the audiences we’ll need to engage (both known and unknown segments) in the process. 

What’s more is the commitment needed to action the insights that surface from the assessment. From executing a strategic repositioning effort to initiating a full-scale rebrand, your organization should be prepared to put in the time, energy, and resources needed to build an effective brand framework. 

Wondering what all goes into that? We share more insights in our “Are you Rebrand Ready” and “How Much Does a Rebrand Cost?” blogs. 

The bottom line

Your brand is one of your most valuable assets. But like the industries you serve, it isn’t static. Associations that take time to measure brand equity, sentiment, and perception and evolve to stay relevant, differentiated, and deliver greater value to members and stakeholders, see greater organizational performance. It’s just that simple. 

If you’re asking these same questions or are ready to assess your brand’s value, we’d love to hear from you. We promise you’ll be in good company and encourage you to check out more of the work we’ve done with other industry leaders here.

Some of today’s most transformative defense technologies weren’t built for the battlefield. They began as commercial innovations—AI, drones, cybersecurity platforms, satellites—only to find themselves adopted by the Department of Defense and its partners.

This growing class of dual-use companies faces a unique challenge: branding. It’s one thing to market to venture capitalists or enterprise clients; it’s another to convince a defense program office that your company is mission-ready, trustworthy, and aligned with national security priorities.

The pivot from commercial to defense isn’t just about product adaptation. It’s about evolving your brand strategy, so your company can communicate credibility in both worlds without losing its identity.

Why branding shifts matter in dual-use

The stakes are high in dual-use. Government buyers and commercial buyers evaluate companies through very different lenses.

• Commercial audiences value disruption, ROI, speed, and user experience.
  
• Defense audiences prioritize trust, compliance, security, and mission alignment.

Without recalibrating your brand strategy, dual-use companies risk being seen as too commercial (and therefore unserious in defense) or too defense-heavy (and therefore out of step with enterprise markets). A brand that bridges both worlds becomes a strategic asset in winning contracts, investments, and long-term partnerships.

NatSec100 and why it matters

The NatSec100, an annual index compiled by the Silicon Valley Defense Group, tracks the top venture-backed startups that are shaping the future of national security. These companies are often dual-use by nature, serving both commercial and government markets with advanced technologies in AI, space, cyber, autonomy, and more.

Why is NatSec100 important? It provides a clear window into how the U.S. government is increasingly turning to commercial innovators for defense applications. The data shows where capital is flowing, how contracting is evolving, and what it takes for commercial-first companies to succeed in defense.

Two statistics from the 2025 NatSec100 highlight this shift (NatSec100):

• 2.3× year-over-year increase in DOD spending: In just one year, Department of Defense spending on NatSec100 companies more than doubled, reaching nearly $4 billion in 2024. This proves the government isn’t just experimenting with startups—it’s buying commercial and dual-use technology at scale.
  
• Rise of OTAs and non-FAR contracts: Roughly 12% of awards to NatSec100 companies now come through Other Transaction Authorities (OTAs) and other non-FAR pathways, nearly double the previous year. This demonstrates that procurement reform is real, and government buyers are actively using flexible mechanisms to engage non-traditional vendors.

For dual-use companies, these trends underscore the need to brand and position strategically, speaking both the language of innovation and the language of mission readiness.

Other signs of government shifts

NatSec100 is not the only signal that the government is serious about adopting commercial technology. Dedicated initiatives like the Defense Innovation Unit (DIU) and SOFWERX are actively reshaping how the U.S. military sources and deploys innovation.

• Defense Innovation Unit (DIU), established in 2015, connects commercial tech companies with national security problems, fast-tracking projects that would otherwise be slowed by traditional procurement. Its success stories include the rapid adoption of AI, autonomy, and satellite technologies.
  
• SOFWERX, operating under U.S. Special Operations Command, serves as a collaboration hub where government, industry, and academia co-create and test solutions. It’s designed to push prototypes into the hands of operators quickly, compressing timelines from years to months.

Together, these initiatives highlight a broader cultural shift in defense acquisition: one that prizes speed, agility, and commercial partnership. For dual-use companies, this means that opportunities to enter defense are more accessible than ever, but only if their brand communicates both innovation and reliability.

Branding challenges in the dual-use pivot

Expanding from purely commercial to defense creates several branding friction points:

• Audience split: How do you speak to venture investors, enterprise clients, and defense procurement officers, and warfighters?
  
• Language gap: Commercial messaging leans on growth and market disruption, while defense requires reliability, compliance, and mission fit.
  
• Visual identity tension: Sleek startup branding can appear unserious to defense buyers, while heavy institutional branding may alienate commercial prospects.
  
• Reputation & compliance: Government buyers scrutinize past performance, contract vehicles, and certifications, elements rarely highlighted in a commercial brand system.

How to adjust your brand strategy

1. Recalibrate positioning
Your positioning statement must evolve to show both market agility and mission impact. Instead of a purely commercial promise—“Our platform reduces operational costs for enterprises”—add a defense dimension: “Our platform improves efficiency for enterprises and enhances operational effectiveness for defense.”

2. Modular messaging
Build a messaging architecture with dual pillars:

• Commercial: productivity, innovation, cost savings, scalability.
  
• Defense: resilience, compliance, interoperability, mission readiness.

This modularity allows your teams to tailor narratives depending on the audience without diluting the brand.

3. Visual identity evolution
Your design system must signal both innovation and trust. That might mean:

• Pairing modern typography with bold, mission-driven imagery.
  
• Balancing commercial polish with defense gravitas.

4. Website & UX tweaks
Your site should serve dual buyer journeys. That means:

• For government buyers: compliance badges, contract vehicles, leadership bios, defense case studies.
  
• For commercial buyers: product demos, customer testimonials, pricing clarity.

5. Content strategy expansion

• Defense credibility: white papers, certifications, government case studies.
  
• Commercial traction: customer stories, product videos, innovation blogs.

Both streams reinforce each other when orchestrated under a single brand umbrella.

Dual-use pivots

At Grafik, we’ve seen firsthand how branding supports companies navigating this dual-use transition:

• Capella Space: A pioneer in synthetic aperture radar (SAR) satellites, Capella serves both commercial clients and defense partners. Grafik worked with Capella to define a bold brand strategy and visual identity that positioned the company as both an innovative startup and a credible defense partner. By developing a differentiated narrative and design system, we helped Capella communicate its unique ability to provide all-weather, day-and-night Earth observation data to both commercial markets and national security stakeholders.
  
• Maxar Technologies: As a global leader in space technology and geospatial intelligence, Maxar exemplifies the dual-use model. Grafik partnered with Maxar to build a marketing and brand platform that clearly communicated its ability to deliver trusted intelligence solutions for both government and commercial clients. From refining messaging to developing campaigns and content that highlighted Maxar’s impact—from national security to global business—we helped position Maxar as an innovative yet reliable partner, capable of flexing seamlessly across government contracts and commercial partnerships.

Dual-use branding is less about splitting your identity and more about building a flexible brand system that adapts seamlessly. Our process includes:

• Research: Understanding how both government and commercial buyers perceive your brand.
  
• Messaging playbooks: Creating modular messaging that flexes by audience but remains consistent in tone.
  
• Scalable design systems: Visual identities that convey innovation and trust, working equally well on a trade show booth, a federal RFP, or an investor pitch deck.

We’ve helped brands like Capella and Maxar navigate this complexity, and we know that in defense tech, clarity and credibility are just as important as creativity.

The dual-use pivot is an inflection point. It’s a chance for companies to expand impact and revenue, but only if their brand evolves to meet the expectations of both markets.

Get it right, and your brand doesn’t just win contracts. It wins trust, credibility, and staying power.

If your company is navigating a dual-use pivot, Grafik can help you reimagine your brand with the nuance required for both government and commercial success.

As industries evolve and a new generation of professionals rises, trade associations face a growing challenge: staying relevant to the leaders of tomorrow. 

While legacy members may remain loyal, younger professionals and forward-looking companies are seeking more than tradition; they want value, purpose, and modernity. The unfortunate reality? Many associations are still perceived as outdated, with aging memberships and identities that no longer reflect the pace or priorities of their industries.

To attract next-generation talent and retain influence, trade associations must do more than communicate their relevance; they must reinvent it.

Why does brand modernization matter for attracting emerging industry leaders?

Younger professionals judge brands, including associations, based on design, clarity of purpose, digital experience, and values alignment. A modern brand presence signals that your association is evolving in step with the industries and people it serves. It shows that you’re not just aware of change, but actively embracing it.

Modernizing your brand isn’t about surface-level updates like new logos or taglines. It’s about sharpening your narrative to reflect who you are today and how you deliver value. Associations that invest in a refreshed brand identity often see stronger engagement from early- and mid-career professionals, increased visibility across new audiences, and better internal alignment around mission and message. Our work with the National Grocers Association illustrates how aligning visual identity with current member values can signal relevance to both long-standing stakeholders and emerging leaders.

How does a clear value proposition help trade associations compete for rising professionals?

Emerging industry leaders are asking: What’s in it for me? And rightfully so. They’re navigating competitive landscapes, career shifts, and evolving expectations, and they want their affiliations to offer more than networking and annual conferences.

That’s why a well-defined, member-centric value proposition is essential. It should clearly articulate how your association enhances careers, solves problems, and empowers members to drive positive change in their industries. When done right, it speaks directly to the priorities of today’s workforce, offering tailored experiences, timely solutions, and long-term professional support. The associations that succeed aren’t just describing what they offer. They’re demonstrating why it matters, especially to the next wave of members.

What positions a trade association as a trusted guide for the next generation?

Leadership isn’t about being the oldest, it’s about being the most trusted. For associations hoping to re-engage and grow their base, credibility comes from thought leadership and principled visibility, especially in times of uncertainty or transformation.

Delivering timely, expert content in digital-first, digestible formats, such as webinars, podcasts, certification tracks, and member-led forums, reinforces your relevance. Younger professionals expect knowledge on demand, not just at events. By showing up consistently with insight, your association becomes the go-to resource not just for information, but for influence.

One powerful example is the National Association of Independent Schools (NAIS). Facing increasing competition and shifting education dynamics, NAIS partnered with Grafik to realign its brand for a more modern, future-facing audience. Through surveys, stakeholder interviews, and deep competitive research, Grafik helped NAIS reposition to capitalize on its role as the voice of independent schools with authoritative messaging as well as a modern and vibrant look and feel. 

How can trade associations evolve without losing their core identity?

The key is agility rooted in purpose. Associations don’t need to abandon their heritage to stay relevant; they need to evolve it. We saw this firsthand with the National Pork Producers Council, who came to Grafik to refresh their brand, clarify their role, and preserve their heritage in the pork industry landscape while stepping confidently into the future. Modernizing your brand while engaging members in the process signals that your organization is here to lead credibly and authentically, not lag behind.

This isn’t reinvention for reinvention’s sake. It’s about aligning your external presence and internal culture with the people and possibilities that will shape your industry’s future.

Final thoughts

Today’s most influential trade associations are reinventing relevance, not just to survive, but to lead. That means modernizing your brand to reflect today’s realities, refining your value to attract tomorrow’s leaders, and acting with purpose in everything you deliver. Aging membership and outdated perceptions don’t have to define your future. A strategic brand transformation can open the door to a new generation of engagement, credibility, and growth.

Explore our brand development services to learn how we can help your association connect with emerging leaders and define the future of your field.

You may think you’re ready for growth—or even an acquisition—but unless your brand can prove it, the market won’t believe it.

Buyers are looking for integration-ready companies. Employees want brands they can believe in. Customers are doing research long before they ever talk to sales. And the middle of the funnel is crowded with sameness.

At a recent Alliance of Mergers & Acquisition Advisors (AMAA) event, Grafik CEO Lance Wain moderated a panel of marketers and growth strategists who’ve led rebrands, scaled for acquisition, and helped turn trust into transaction. Together, they tackled the branding question that matters most in today’s deal environment:

How do you position your company for growth—or exit—in a market that keeps shifting beneath your feet?

From vanity rebrands to operationalized evolutions

Dr. Mikah Sellers, a marketing executive with deep M&A experience, kicked things off by calling out a familiar trap: the “sheen” rebrand.

“People approach branding like it’s a vanity project. They want the new logo, new site, but they’re not ready to do the heavy lifting. If you only change the messaging, you’re just talking the talk.”

To position for growth or acquisition, branding has to be more than a facelift. It must reflect internal transformation—across digital capabilities, culture, service delivery, and leadership mindset. “You have to do both brand and enterprise transformation simultaneously,” Sellers said, “because brand isn’t just what you say—it’s how you operate.”

Brand as a value multiplier

Let’s talk about brand in business—not as an idea, but as an asset.

Sellers made a compelling case: Brand isn’t just a storytelling exercise—it’s a measurable contributor to enterprise value. With extensive experience working across marketing leadership and investor relations, he underscored that sophisticated organizations (think Fortune 500) routinely account for brand as a line item on the balance sheet. And that’s not theoretical—it’s based on established methods used by valuation firms around the globe.

What does that mean for CMOs?

“Your brand already influences the metrics your CFO cares about,” said Sellers. “The question is, are you managing it like the asset it is?”

The impacts show up across the board: lower customer acquisition costs, higher retention, stronger lifetime value, increased loyalty, and even reduced cost-per-hire. Brand strength also correlates with improved internal metrics—employee engagement, Glassdoor ratings, and recruiting reach

Sellers’ point was clear: Brand isn’t soft. It’s structural. It increases the defensibility of your value in negotiations and strengthens your negotiating position whether you’re raising capital or exploring acquisition.

“Treat your brand like it’s in perpetual beta,” Sellers advised. “Not something you rework every five years, but a living part of how your business grows.”

“I didn’t know you offered that.” A red flag in plain sight.

For professional services firm SC&H, the trigger to rebrand wasn’t a market downturn or new leadership. It was a recurring comment: “I didn’t know you offered that.”

Despite decades of growth and diversified services, the market still saw SC&H as an accounting firm. “We felt stuck in a story we had outgrown,” said CMO Colin Kendall. “Our clients had changed. Our offerings had changed. But we hadn’t updated how we told our story.”

Post-rebrand, the shift was immediate—better conversations, stronger recall, and clients showing up informed. As Kendall put it:

“Now when we walk in the room, we don’t have to introduce who we are. We can get straight to the real conversation: What’s keeping you up at night?”

Internal brand = external credibility

Alex Love, VP of Marketing at Riva Solutions, knows firsthand how internal brand alignment drives growth. In government contracting, many employees are embedded onsite with clients—meaning they rarely see a newsletter or company update. And yet, Love views those employees as her most valuable brand assets.

“We invested heavily in internal comms because our employees are the brand. When contracts end, we want people to stay—not just because of the job, but because of the brand.”

That meant building strong relationships with project managers, creating feedback loops, and even embracing some creative risk—like a company mascot (yes, Alpaca Shakur) that turned into an internal rallying point and recruiting magnet.

“It may sound silly, but it works,” Love said. “It gives our culture a heartbeat. And our competitors notice.”

Consistency is the quiet superpower

Kathleen Morrison, Senior Manager of Content Strategy at Grafik, reminded the audience that while brand stories evolve, core positioning shouldn’t whiplash with every market signal.

“When the market is uncertain, that’s when people start to panic and change their message. And when looking to exit, some organizations are tempted to dilute their brand to appeal to the broadest pool of potential partners. But trust comes from consistency, from knowing who you are and standing behind it” Morrison said. “If you’re not consistent, people won’t believe you.”

That means pulling feedback from across the organization—leaders, employees, clients—and keeping the message honest and human. It also means resisting the temptation to overcorrect in tough times.

“You’re allowed to evolve, but don’t rewrite your story every time the wind shifts. You change your story by adding to it.”

Brand is the long game—but it fuels the short game too

Yes, brand is a long-term investment. But that doesn’t mean it can’t generate short-term ROI. Kendall challenged the room to stop thinking of brand and demand as separate functions.

“Only 5% of your audience is in-market at any given time. The rest? They’re not ready to buy—but they’re forming opinions.”

Winning “micro-moments” adds up: an ad impression, a speaking engagement, a content download. Every one is a chance to build the familiarity that lowers acquisition costs and accelerates conversions later.

The final word: be distinct or be invisible

As Wain closed out the session, he came back to the central theme:

“A strong brand creates demand. Demand from customers. Demand from acquirers. Demand from talent.”

When you build that demand, you position your company to maximize your exit or acquisition. And in a crowded B2B market where everyone claims to be “trusted,” “innovative,” and “client-first,” your brand must go deeper. Smart, strategic moves don’t require volume. They require clarity. They require distinction.

Key Takeaways for CMOs 

• Brand is a business tool, not just a marketing asset. It should impact revenue, operations, hiring, and valuation.
• Rebrands should reflect internal transformation, not just new visuals. Culture and behavior matter as much as messaging.
• Your employees are your brand. If they don’t buy it, no one else will.
• Consistency builds trust. Resist reactive pivots and focus on long-term clarity.
• Micro-moments matter. Most buyers aren’t in-market—but they’re always watching.
• Strong brands demand a premium. In attention. In partnerships. And in price.

Want to talk about your brand’s readiness for growth or exit? Let’s answer the question together: What makes you so special? 

This statement blankets one of the walls at our HQ in Tysons Corner. More than just a phrase, it’s a mindset that has fueled our agency for decades. We’ve never been content with “good enough”—we ask tough questions, take creative risks, and challenge the status quo.

And in a time when the world feels increasingly uncertain, one thing remains true: at Grafik, we continue to lean into discomfort. Because that’s where the best work—and the most meaningful growth—begins.

Our pivot toward focus

Early last year, we made a deliberate shift. For most of our history, we’ve been generalists by design—intentionally versatile, unbound by sector. Since 1978, we’ve taken on branding and marketing engagements of every stripe. Some were fun, others fed our souls, some helped pay the bills—and many were the kind of complex, strategic challenges we live for.

But coming out of COVID, we were getting a little too comfortable in our own skin. And in an industry saturated with generalists, we asked ourselves a hard but familiar question—the same one we pose to clients in kickoff meetings and pitch rooms:

“What makes you so special?”
The mirror had answers. We saw an opportunity to double down on something we already did well—something we believed few could match. We made the decision to narrow our focus and go all in on a space too often dismissed as “traditional,” “non-creative,” or worse, “ordinary”: B2B.

But at Grafik, we’ve never bought into assumptions. We see possibilities. And we’ve built a portfolio of B2B work that proves the category can be anything but ordinary. It’s where we can show that finding what makes a brand truly special isn’t just possible—it’s powerful.

A new identity, rooted in purpose

As part of this shift, we knew our brand had to evolve—not just visually, but in spirit. This new identity isn’t about changing who we are. It’s about amplifying what’s always made us different.

We asked ourselves:

• What do we stand for?
• What do we want to challenge?
• What mindset drives our best work?

The answer came through loud and clear:

It’s not a tagline. It’s a challenge—to ourselves, our team, and our clients—to go further. To lead with imagination, not imitation. To use strategy, data, storytelling, and design to create something meaningful. To harness technology and AI to be more innovative, disruptive, and efficient.

Our values, reimagined

Our new identity is grounded in the same values that have always driven us—only now, we’re saying them louder and living them bolder:

These aren’t just internal mantras. They shape every client conversation and guide every decision we make.

Designed to break the rules
And we had to live it ourselves. Our new identity? It’s unlike anything we’ve done before—and that’s the point.

It flexes. It adapts. It doesn’t play by the rules of what an identity and a logo are “supposed” to be. Because neither do we.

It’s a signal. To our industry, our clients, and our team, that we’re continuing to push boundaries and unlock possibilities others don’t see. Our new website captures that same spirit. It’s not just a portfolio—it’s a platform for conveying our expertise, a celebration of collaboration, and a statement of intent.

This is just the beginning

This rebrand isn’t the destination, it’s the launchpad. It’s the start of an exciting new chapter where we build deeper partnerships, tackle bigger challenges, and continue proving that remarkable things happen when you stay uncomfortable.

To our team: thank you for pouring your passion, ideas, and energy into this evolution.

To our clients: thank you for trusting us to tell your stories and discover your distinctiveness in bold new ways.

To those just discovering us: welcome. Let’s make something extraordinary together.

Explore the new Grafik. Dive into the work. Reach out.

Let’s all stay uncomfortable—with ordinary.

Cognitively, I’m a one-trick pony. I look for connections, analogs, precedents in everything I’m studying or evaluating—even enjoying. It is how I am now wired. Movies. Novels. Comedians. Cereal Boxes. Where are the antecedents? Who are the influences?
Is this being done the way someone has done it before?
Or, this is being done very differently from this competitor?
These people are really working off the foundation laid by X.
This reminds me of Y, but updated to reflect Z.

This is not confined to business. And I must admit to experiencing a pleasant frisson when recognizing the golden patterns of the robe in Klimt’s “The Kiss” are pulled straight from Byzantine iconography.

Of course, to do this on the fly, you need to keep a fair amount of stuff in your head, much of it useless. We’re talking fairly shallow knowledge here. Once a connection is made, a shading noted, a resonance recognized, you can go back and drill down for something more meaningful and, one hopes, useful.

I credit years of writing critical papers as an English major (more on English majors later) for this wiring, this constant sub-conscious cross-referencing of my collection of seemingly random data.

But what happens when that internal database is no longer needed? When you know that anything in the world is just a search (and now a prompt) away, why make your brain a database? It can’t possibly house what the cloud can.

If you don’t bother making your brain a database (because there’s a much larger one available) do you use your brain differently? Have you freed up more brainpower for logic, reasoning, interpretation? I’m talking about a re-wiring very much like the evolutionary leap implied in Arthur C. Clarke’s “2001.”

But there’s a catch 22 (yes, it’s the title of a Joseph Heller novel, from which the aphorism sprang fully formed like Athena from the head of Zeus—see what I mean?): if you don’t have that baseline of “fairly shallow” knowledge, you don’t have the cues to lead you to the precedents that provide the depth and, if lucky, a deeper understanding.

Recently, the CEO of NVIDIA, Jensen Huang, called AI “the revenge of the English majors.” He was referring to AI’s enhanced ability to create code which, when combined with well-written prompts, overturns the coders perceived primacy atop the tech world. Clear, simple language—the kind we ideally use with each other—becomes more valuable than the ability to write code. (While Huang’s statement was tongue in cheek; a more nuanced, reality-based version was presented by Reid Hoffman in a recent interview).

Upon hearing that, I was transported back to 1978 and a job posting in U.C. Irvine’s English department. A computer science professor needed someone to grade papers for the only CS class that wasn’t coding. Called Ethics in Computer Science, the sole text was Joseph Weizenbaum’s seminal “Computer Science and Human Reason,” and essays were required.

I took the job, graded the papers, and charitably gave one student a C for a really horrible paper. He asked for a meeting and told me he should have a better grade.

When I wouldn’t change his grade, he said that writing didn’t matter. “In twenty years, writing in English won’t matter. You’ll be obsolete. Code will be what matters.”

I don’t think of AI as my revenge, but it was nice to hear.

Having worked closely with the Alliance for Automotive Innovation to help transform their brand, I’ve seen firsthand how critical it is for trade associations to evolve in response to industry shifts. When the automotive industry began to encompass not just traditional automakers but also tech firms, mobility innovators, and energy companies, it became clear they needed to reflect this expanded ecosystem. This experience underscores that a rebrand isn’t just about aesthetics; it’s about ensuring an organization’s relevance and future growth.

Staying Relevant in a Changing Landscape
Industries like automotive, agriculture, and education are no longer confined to their traditional boundaries. For example, automakers are now collaborating with tech companies to integrate AI, autonomous driving, and mobility solutions. Similarly, agriculture has seen ethanol producers and sustainable farming initiatives become critical to the sector’s future. If trade associations fail to reflect these changes in their branding and messaging, they risk becoming obsolete in the eyes of current and potential members.

Evolving the brand signals to the broader ecosystem that the association understands and embraces the transformation within its industry. It invites participation from emerging players, ensuring the association remains a leading voice.

Our work with the Alliance for Automotive Innovation repositioned the association to represent not only traditional automakers but also new mobility companies and technology firms. We helped solidify its leadership role in the evolving automotive ecosystem and demonstrated their commitment to shaping the future of transportation and appealing to a broader array of stakeholders.

Building a Broader Membership Base
Expanding a trade association’s brand to appeal to non-traditional members is not just about expansion—it’s about survival. Associations like the U.S. Grains Council (USGC), a Grafik client, are already expanding their membership to ethanol producers, recognizing their growing role in agriculture and global markets. Without a brand that resonates with these emerging contributors, associations may miss opportunities to engage key stakeholders and foster industry-wide collaboration.

Increasing Influence and Advocacy Power
As trade associations expand their membership, their ability to advocate effectively grows. A broader membership base allows the trade association to present a unified voice that represents the full spectrum of the industry. For instance, trade groups in renewable energy have strengthened their lobbying efforts by including energy storage companies and grid technology innovators. An outdated brand, however, can signal limited scope and hinder advocacy efforts.

Our work with associations like National Association of Independent Schools (NAIS) and Alliance for Automotive Innovation showcases how rebranding can enhance advocacy by unifying diverse stakeholders under a compelling, forward-looking identity.

Attracting the Next Generation of Stakeholders
A rebrand can also attract younger generations. By 2025, Millennials and Gen Z will comprise 75% of the workforce. Younger industry professionals, startups, and disruptors often look for dynamic and forward-thinking organizations to align with. Associations with static, outdated brands may struggle to attract these groups. A modernized brand that reflects the association’s openness to new ideas and players will resonate more strongly with these emerging stakeholders.

For instance, our work with NAIS created a fresh, engaging brand that resonated with younger educators and administrators, helping the organization connect with new audiences.

The Time to Act is Now
As industries continue to evolve, trade associations that fail to adapt risk losing relevance. An outdated brand can limit its ability to connect with new players, advocate effectively, and foster innovation. By investing in their brand, trade associations can strengthen their position as indispensable leaders within their industries. Partnering with experts like Grafik ensures that these organizations are not just keeping pace with change, but leading it.

Just like the commercial tech industry, attracting and retaining top talent for government contracting (GovCon) is a necessity for sustainable growth, not to mention, innovation when it comes to national defense. This was the focus of the recent Northern Virginia Technology Council (NVTC) panel, Charting the Course for GovCon Success: Winning the War on Talent. The discussion provided valuable insights into how GovCon firms can enhance their talent acquisition and retention to stay competitive.

Here are the key takeaways from the event, along with how your organization can leverage branding and marketing to develop and promote your Employer Value Proposition (EVP) for both internal and external stakeholders.

1. The Shift Toward Continuous Feedback: Goodbye Annual Reviews

One of the standout strategies discussed came from Ross O’Rourke, CEO of Crimson Phoenix, who shared how his company has replaced the traditional annual performance review with “Quarterly Dialogues.” This ongoing feedback model keeps employees engaged, ensuring continuous improvement and development. It allows managers to address concerns in real-time, naturally, conversationally, rather than waiting for often overly formal and tedious year-end evaluations.

Why it matters: Continuous feedback creates a transparent culture that fosters trust and accountability. From a branding perspective, promoting these progressive internal practices as part of your EVP can differentiate your company as a forward-thinking, employee-centric employer, helping you stand out in the competitive GovCon talent market.

2. Retention Strategies: Culture and Mission Are Everything

Retention was a major focus of the discussion, rightly so, as we are all aware that it’s a lot less expensive to retain good talent than to attract it. And, like in any other sector frankly, retention in GovCon is about more than competitive salaries and benefits (though, those are still table stakes, don’t skimp on those!). Supplemental compensation approaches were discussed as well, including various forms of equity and providing business development incentives to all staff, plus the training for business development skills for those interested. 

Panelists emphasized that a company’s culture and mission must be woven into every aspect of its operations. Rebecca Kenawell, SVP of HR at Maximus, highlighted the importance of professional development and employee engagement, including perks like unlimited PTO and tuition reimbursement. 

Other common engagement strategies mentioned were events like hackathons for technical employees, personal touches like thoughtful handwritten notes for special occasions, and not cheaping out on company events like holiday parties—think about it, don’t you want your employees excited for the event and talking about how fun or cool it was for months or years after? You spend proportionately to your revenue of course, but again, resist the urge to skimp, it makes a difference. No one likes lame. And, lastly, from my own anecdotal experience, I know plenty of people who stick around because of their company’s generous fertility treatment subsidies.  

Key takeaway: GovCon firms must build a strong culture where employees feel valued and connected to the mission. At Grafik, we help companies define and communicate their unique EVP, ensuring it resonates with potential hires and current employees alike. By developing a clear, compelling brand message around your culture and mission, you can attract top-tier talent while reinforcing employee loyalty and engagement. Also, if you need fun ideas for your next holiday party… 😉

3. Multigenerational Workforce Dynamics

The panel acknowledged the challenges of managing a workforce that spans multiple generations (four these days). Younger employees expect rapid career progression, while older employees may be more focused on stability. Crimson Phoenix’s “Pro in Place” program supports (typically) older employees who don’t seek upward mobility and professional development but continue to provide consistent contributions. And I can see how their Quarterly Dialogues might even contribute toward the retention of younger talent, providing additional opportunities throughout the year to naturally address upward mobility ambitions, versus waiting until the end of the year for the daunting “big conversation.” 

What to watch: A strong EVP must address the varying needs and expectations of a multigenerational workforce. Through strategic employer branding, our agency can help you craft messaging that speaks to the ambitions of younger employees while valuing the experience and stability offered by older workers. This approach ensures that your EVP appeals to the diverse perspectives within your workforce, fostering retention across all age groups.

4. Flexible Roles and Cross-Organizational Opportunities

The panel discussed the value of offering employees non-linear career paths and cross-organizational opportunities. Employees today want flexibility and the ability to grow within their organizations, even if it means exploring roles outside their initial scope.

Pro Tip: To remain competitive, companies must embrace and promote flexibility as part of their employer branding. Grafik can partner with you to highlight these opportunities in your recruitment marketing, ensuring that prospective employees know that growth and development are integral to your company culture.

5. Team Size and Organizational Structure: Insights from Military Leadership

When an audience member asked about organizational structure—flat versus hierarchical—Ross O’Rourke brought up the military’s approach to team structures, specifically the concepts of “fireteams,” typically four members, and “squads,” typically 12 members, to discuss how smaller, agile teams are more manageable from a supervisory perspective, and effective. Research* suggests the ideal team size is generally between 3-6 members, which facilitates more productive collaboration and decision-making. 

Why this matters: As part of your external branding, showcasing how your company embraces modern, efficient organizational structures can be a strong selling point for potential hires. Through employer branding, we can help you communicate your innovative approaches to management, appealing to talent seeking dynamic, collaborative work environments.

6. AI’s Role in the Future of Talent Acquisition

It wouldn’t be an event in 2024 without the mention of AI. Yes, Artificial Intelligence (AI) is increasingly being used in talent acquisition for tasks such as candidate and skills matching, and communications. The panelists noted how AI is beginning to help streamline recruitment processes and being deployed throughout organizations to help with routine tasks to create an environment where employees can focus on meaningful work that drives satisfaction and retention.

The bottom line: AI is enhancing efficiency in talent management, but it’s crucial to communicate how technology enhances—not replaces—human capital. In addition, the panelists emphasized the importance of a clear distinction between Talent Acquisition (TA) and HR personnel. While TA focuses on recruitment and attracting top talent, HR is responsible for employee management and retention. Both departments should work closely together to inform one another, but maintain separate roles to ensure the best outcomes in both hiring and long-term employee engagement.

How Grafik Can Help You Attract and Retain Top Talent

Your Employer Value Proposition is critical. It’s what sets your company apart and attracts top talent who are aligned with your mission and values. At Grafik, we specialize in helping businesses like government contractors develop and promote a compelling EVP that resonates with both internal and external stakeholders.

We offer strategic support in:

   • Employer Branding: Defining your unique value as an employer and crafting messaging that appeals to top talent.
   • Internal and External Messaging: Promoting your EVP to current employees to strengthen engagement and loyalty, while also positioning your company as an employer of choice for prospective hires.
   • Strategic Partnership: Working with your HR and leadership teams to align your employer brand with your company’s culture, mission, and business goals.

For government contractors, success isn’t just about winning contracts—it’s about building a team that’s capable of delivering on those contracts. By working with us you can ensure your company is positioned to attract and retain the best talent in the industry, helping you stay competitive for the long term.

 

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*Sources on Ideal Team Size:

   • Forbes: The Ideal Team Size at Work
   • Art of Teamwork: What Is the Ideal Team Size?
   • Kris Dalpiaz: What Science Tells Us About Optimal Team Size
   • LeadingBeat: What Is the Ideal Team Size and Why It Is Important

Is your brand having an identity crisis? You’re not alone. B2B brands often find themselves struggling to stand out in a crowded market. And while there may be plenty of short term fixes, the best solution for undifferentiated positioning may lie deep within the psyche of your brand. So pull up a couch and let’s dive in.

In the course of his work on the collective unconscious, the esteemed psychologist, Carl Jung, developed a set of twelve archetypes — categories of people, behaviors, and personalities. His theory of shared human experiences, which has been applied across numerous industries, turns out to be a robust framework for creating compelling and resonant brand identities that resonate with audiences.

Apple, Godiva Chocolates, Nike and Harley Davidson are just a few brands that rely on archetypes to help establish inviting personalities, strengthen connections, and foster loyalty. In the B2B landscape, where relationships are paramount, Jung’s archetypes are equally as powerful, fueling companies’ efforts to strengthen their brand…

Brand Archetypes: 

The Creator Innovative and imaginative
The Ruler Authoritative and commanding
The Caregiver Nurturing and supportive
The Explorer Adventurous and seeking new experiences
The Sage Wise and knowledgeable
The Innocent Optimistic and honest
The Outlaw Rebellious and revolutionary
The Magician Visionary and transformative
The Hero Courageous and strong
The Lover Passionate and intimate
The Jester Fun and entertaining
The Everyman Approachable and relatable

 

FedEx aligns with the Hero archetype, showcasing its commitment to overcoming challenges and delivering excellence. Their messaging focuses on reliability, speed, and the ability to get the job done, no matter the obstacles.

 

Canva is all about the Creator archetype. From its first ads just a few years back, the graphic design platform has been positioning itself as the easy-to-use tool for business trying to stand out with sleek design.

 

And Slack has found its brand voice in the Jester archetype. The brand has rolled out a number of fun marketing campaigns, including mockumentary style videos with actual customers. By using comedy to address real-life problems, Slack is underscoring its position as a preferred communications platform.

Intrigued by all this? Well here’s how you can effectively leverage the right archetype for your brand.

Start with your brand’s core values
Determine which archetype aligns with your company’s purpose, mission, vision, and values. For instance, if your business prioritizes innovation and creativity, the Creator archetype might be a perfect fit.

Consider audience needs
B2B buyers are driven by both rational and emotional factors. Understanding their needs, pain points, and aspirations can help you select an archetype that resonates deeply. Businesses looking for security and reliability might respond well to the Ruler archetype.

Craft a compelling brand story
Next, use the chosen archetype to shape your brand narrative. This involves not just the messaging but also the tone, visual elements, and overall brand experience. A Sage brand would focus on delivering expert insights and thought leadership content.

Develop consistency across touchpoints
And finally, ensure that the archetype is consistently reflected across all customer touchpoints, from your website and social media to client interactions and marketing materials. Consistency reinforces your brand’s identity and builds trust.

By aligning with an archetype that reflects your core values and resonates with your target audience, you can differentiate your brand, build deeper connections, and drive long-term loyalty.  In the competitive world of B2B marketing, leveraging the power of archetypes can be the key to unlocking your brand’s full potential.

 

Mergers and acquisitions present companies with complex challenges that require more than just strategic decisions—they demand collaborative problem-solving to ensure success. A branding agency can play a crucial role in guiding this process, providing both expertise and creative solutions, that is, if they have experience in your industry, understand your customers, and stay objective in guiding your company through the complexities of an acquisition. Which is hard to find. 

What’s going on and who is impacted?

A merger or acquisition affects various stakeholders, including customers, employees, investors, and the market at large. Branding agencies don’t just focus on surface-level aesthetics, they dig deep into how each group perceives the merger. Most of the issues companies encounter during this process hinges on finding a partner that can communicate clearly & effectively, assess potential points of concern, and ensure what comes out of such a massive effort actually gets your company vision, your ‘why’ as a leader in your industry, positioned uniquely to cut through the noise. Finding a partner to foster that environment of communication takes time and effort, and their job is to ensure that no stakeholder’s voice goes unheard, keeping morale high and minimizing unhealthy disruption; all while scaling this newly formed entity for future growth.

Why rebrand now?

Timing is crucial in the wake of an acquisition. The branding process must be proactive, not reactive, and a good agency knows how to align the timing of a rebrand with critical business milestones whether it be stakeholder meetings looming, quarterly earnings coming, annual events fast approaching. Collaborating with internal teams, the agency helps assess whether a rebrand can unify the companies, maintain each brand’s equity, avoid confusion, and quickly signal the benefits of the merger. The joint effort ensures that the company doesn’t lose momentum while also establishing a brand that communicates strength and cohesion.

Why rebrand with an agency?

When it comes to rebranding, an agency brings an external, objective view and a wealth of experience from guiding other companies through similar transitions. Rebranding in-house may seem like a cost-saving option, but it often leads to fragmented execution. A branding agency approaches the task by collaboratively solving the complex problem of integration—ensuring that every decision reflects the goals and identity of the combined companies, even challenging leadership on their own ‘why’ in the process. Good partners also have the specialized tools and expertise needed to tackle the complex branding challenges that M&A presents, such as combining differing brand cultures and messages into one cohesive identity.

How do you want to work with a partner?

Rebranding during a M&A is not a one-sided process—it’s a collaborative journey. The most successful efforts come from agencies working closely with internal teams. The agency and the company must partner to exchange insights and solve problems together, such as maintaining brand equity or communicating new strategic goals. It’s our job to guide, provide frameworks and creative potential solutions, but they depend on both open dialogue and research to ensure that the final brand truly reflects the company’s vision. This partnership approach also involves solving operational hurdles together, such as managing stakeholder expectations and ensuring a smooth transition.

What has prevented you from considering rebranding or combining brands?

Rebranding can seem daunting, especially when there are fears of losing customer loyalty or disrupting operational flows. A branding agency can work to help companies choose the best brand structure for their needs, whether that’s a family of brands approach, sub-branding, or complete integration under a new name. For example, if both legacy brands carry strong equity, like the Comcast acquisition of NBC Universal; an agency may suggest maintaining separate brands under a unified corporate umbrella. On the other hand, if one brand is dominant or better aligned with future growth, a full integration into that brand may be the better solution. Agencies like Grafik rely heavily on strategic research to help clients navigate these options, providing clear insights and strategies for each path.

Why spend money on such a long and complex process?

You just spent all this money acquiring this new company. Why spend more on a “pretty picture”? Rebranding is often viewed as an expensive and lengthy process—but it is an investment in the company’s future equity and success. Our ultimate goal is to help clients understand and then communicate their full value to their desired audience. This partnership must solve critical problems businesses face: divided internal cultures, struggling to preserve market positioning, and eliminating confusion about who and what a brand is, etc. Though the process requires both time and money, an agency’s expertise ensures that these investments lead to a unified, clear, and compelling brand story that resonates with stakeholders, and culminates in a not only pretty, but accurate representation of every facet of a company’s identity.

Why collaborating with a branding agency matters

M&A transitions are fraught with challenges, some unique to specific industries, some for any merger moving forward: from aligning internal cultures to communicating a new brand identity externally, the right branding agency ensures that the rebranding process is more than just a superficial change—it becomes a strategic solution that supports long-term success, unified messaging, and seamless integration into the market. If you’re interested in approaching the effort as such: ready to be challenged, asked tough questions, have a desire to not to manufacture, but to actively build the right solution for your company, we’d love to talk with you.

As a CMO, you understand that data-driven decisions are the backbone of successful marketing strategies. Before diving into a rebrand or launching a new campaign, it’s essential to have a clear picture of your brand’s current standing. A brand awareness survey offers that clarity, setting the stage for more informed, impactful decisions.

Establishing a starting point

Embarking on a rebrand without knowing where you stand is like setting sail without a compass. A brand awareness survey gives you the coordinates you need by establishing benchmarks that reveal how your brand is currently perceived. Armed with data on aided and unaided recall as well as brand favorability, this snapshot of your brand’s health is invaluable for planning future strategies and campaigns, as well as measuring their effectiveness.

Uncovering hidden insights

Surveys don’t just confirm what you already know; they uncover what you don’t. Whether it’s untapped opportunities or unseen challenges, a brand awareness survey brings critical insights to the surface. These insights help you refine your strategy, ensuring you focus on areas that will deliver the most significant impact.

Sharpening your competitive edge

In the fast-paced B2B tech landscape, understanding your competitors is crucial. A brand awareness survey gives you a clear view of how your brand stacks up against the competition. With this knowledge, you can craft strategies that highlight your unique strengths, allowing you to stand out in a crowded market.

Precision in marketing

Generalized marketing is a shot in the dark. A brand awareness survey equips you with the data needed to target your efforts precisely. By understanding what resonates with your audience, you can tailor your messaging and campaigns to hit the mark, maximizing ROI and driving growth.

The ROI of a brand awareness survey

While there’s a cost associated with conducting a brand awareness survey, the return on investment is undeniable. The insights gained pave the way for more efficient use of your marketing budget, reducing the risk of costly missteps and ensuring that every dollar spent drives measurable results.

You may be asking…

Q: Is a brand awareness survey worth the investment? A: Absolutely. The survey provides a clear starting point, revealing the effectiveness of your marketing efforts and helping you allocate resources more effectively.

Q: How can I ensure the survey results lead to actionable insights? A: Work with a specialized team to design a survey that asks the right questions and digs deep into areas that matter most to your business. This approach ensures you get data that can be directly translated into strategy.

Q: How frequently should we conduct these surveys? A: Conducting a brand awareness survey annually or before major marketing initiatives helps keep your strategy aligned with market realities.

For B2B CMOs, a brand awareness survey is not just a checkbox; it’s a strategic investment that lays the groundwork for success. By providing a clear understanding of your brand’s position, uncovering hidden insights, sharpening your competitive edge, and enabling precise marketing, this survey is a powerful tool in your arsenal. The return on this investment is realized in more focused, effective, and impactful marketing strategies that drive your brand forward.

Invest in a brand awareness survey today, and steer your brand toward sustained success in the competitive B2B landscape.