Insight Categories: Brand Strategy

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.

 

---

*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.

The recent Defense One Tech Summit held in Pentagon City, VA, provided a fascinating glimpse into the future of defense technology. From AI and quantum computing to hypersonics and drone swarms, the event highlighted several key trends shaping the future of national security.

AI and Machine Learning
Artificial Intelligence was a major focus, with important distinctions made between AI and machine learning. The U.S. Army is testing custom-developed Large Language Models (LLMs) for back-office functions like contract management. However, challenges remain in testing and securing AI systems, with experts emphasizing the need for new approaches to AI validation and security that meet DOD requirements.

Drone Technology and Counter-Drone Systems
The rise of drone swarms presents a significant challenge to traditional defense systems. As highlighted by Epirus CEO Andy Lowery, modern warfare threats are increasingly leveraging consumer electronics, highly distributed, and highly networked. This shift necessitates new approaches to counter these threats, moving beyond one-to-one engagement to systems capable of addressing thousands of drones simultaneously.

Hypersonic Weapons
Hypersonic technology is advancing rapidly, with a focus not just on ballistic capabilities but also on maneuverability. The industry is looking towards reusable hypersonic vehicles and even those capable of carrying cargo. This combination of speed and precision is set to reshape strategic capabilities.

Quantum Technologies
Both quantum computing and quantum sensing are areas of significant interest for the DOD. Quantum sensing could provide alternatives to GPS for positioning and timing, while the full potential of quantum computing is still being explored. The impact on encryption, through algorithms like Shor’s algorithm, is a particular area of interest.

Supply Chain and Logistics
Supply chain management emerged as a recurring theme. There’s a growing interest in “final mile” logistics, especially for military munitions. Innovative approaches, such as on-site manufacturing (“make what you need where you need it”), are being considered to reduce vulnerabilities and improve efficiency.

Directed Energy Weapons
Solid-state (GaN-based) RF power amplifiers are receiving investment which will support the need to dramatically reduce the size of directed energy weapons vs the current generation that is vacuum-tube based and can be as large as a shipping container. The industry is also working to bridge the gap between industrial laser applications and defense needs, though supply chain concerns have slowed progress.

Digital Transformation
The Army emphasized its commitment to digital transformation, seeking shorter proposals focused on demonstrations and oral presentations. Across the industry, there’s a push to blend operational data with synthetic data and to improve communication between operators and engineers.

Autonomous Systems
Testing facilities for autonomous aircraft are being made more readily available, indicating a growing focus on unmanned systems across various domains.

Microelectronics and Secure Infrastructure
Companies like Google are investing heavily in secure, end-to-end infrastructure, from data centers to fiber optics. This approach aims to reduce vulnerabilities in interconnected DOD systems.

Alternative Energy Sources
There’s growing interest in alternative fuels, including nuclear options, to enhance energy security and operational capabilities.

Overall, the event underscored the rapid pace of technological change in the defense sector. As threats become more distributed and technologically advanced, the focus is shifting towards AI-driven solutions, quantum technologies, and highly networked systems. The challenge now lies in effectively integrating these technologies while addressing supply chain concerns and maintaining robust security measures.

And, one thing super clear to me as a marketer attending the event was that in the competitive landscape of defense technology, standing out is no longer just an advantage—it’s a necessity. As government procurement shifts away from lengthy written proposals towards more dynamic oral presentations and live demonstrations, defense contractors face a new challenge: communicating their value and capabilities quickly and effectively.

This evolution demands a fresh approach to B2G marketing and branding in the defense sector. Contractors must now distill complex technological innovations and operational expertise into clear, compelling narratives that resonate with various technical and non-technical decision-makers and influencers. This is where partnering with a specialized B2G marketing agency becomes crucial. By leveraging strategic branding and communication expertise, defense tech companies can articulate their unique value propositions, showcase their innovations, and ultimately position themselves as the premier choice for critical government contracts. In an industry where cutting-edge technology meets high-stakes decision-making, the ability to communicate effectively isn’t just about winning contracts—it’s about shaping the future of defense.

This month, Grafik had the privilege of co-hosting an event with the DC/MD/VA Chapter of the Alliance of Merger & Acquisition Advisors. The event, titled “Race to $1 Billion: Post-Merger Integrations for Growth-Minded Buyers,” brought together industry experts to delve into the intricacies of navigating post-merger integration challenges and unlocking tangible value. Led by our Chief Brand Strategist, Hal Swetnam, alongside Katy Herr of Audacia Strategies and Kim Clark Pakstys of Cohn Reznick, the panel provided invaluable insights into the multifaceted aspects of mergers and acquisitions.

The conversation spanned a broad spectrum, touching upon crucial elements such as organizational culture, operational processes, and strategic alignment, all of which are inevitably impacted by M&A activities. To set the stage, the panel engaged the audience of advisors, prompting them to encapsulate the essence of M&A in a few words. The responses ranged from acknowledging the complexities and pitfalls (“Tricky business,” “Landmines,” “Delusional owners”) to recognizing the potential and rewards that come with successful integration (“Potential,” “Celebration”).

Throughout the discussion, several key recommendations emerged, aimed at empowering advisors to navigate the M&A landscape effectively:

1. Early Action and Agility: Initiating preparatory measures well in advance and maintaining agility throughout the process were emphasized as critical success factors.
2. Transparent Communication and Expectation Management: Proactive communication, both internally and externally, was highlighted as essential for managing expectations and fostering alignment. Try to be as transparent as possible about what will change for your employees and customers, and when that change will happen.
3. Cultural Integration and Value Alignment: Identifying shared values and fostering a sense of purpose early on were emphasized to facilitate smoother cultural integration post-transaction. Pre-acquisition, survey employees to see what needs attention and/or to uncover what values are most important to your staff (later, it will be important to highlight shared values between your organization and the new company you’re acquiring or joining, so it’s a good idea to define your “why” early on). This can help improve resistance to change-related shock.
4. Risk Management and Due Diligence Beyond Numbers: Comprehensive due diligence, encompassing factors beyond financial metrics, was stressed as vital for risk mitigation and value preservation. Look at everything from executive leadership’s social media channels to Glassdoor reviews to understand where there may be crisis potential.
5. Strategic Planning for Integration: Planning for integration encompassing systems, processes, and people, with a keen focus on retaining mid-level talent and fostering collaboration, emerged as a key theme. 
6. Measuring Success and Long-Term Value Creation: Establishing clear metrics for gauging success, including financial performance, organizational unity, and talent retention, was underscored as imperative for sustained value creation.

In the post-transaction phase, the panel emphasized the significance of a well-executed brand launch, transparent communication, and the establishment of an Integration Management Office to oversee the process effectively.

Ultimately, the success of a merger or acquisition hinges on meticulous planning, transparent communication, and a steadfast commitment to fostering organizational alignment and value creation. By embracing these principles and navigating the integration journey with diligence and foresight, growth-minded buyers can steer their organizations toward a prosperous future in the competitive landscape of M&A.

As we reflect on the insights shared during the event, it becomes evident that successful post-merger integration is not merely about achieving financial milestones but also about fostering a culture of collaboration, innovation, and shared purpose. In the race to $1 billion, the true winners are those who can harness the collective strengths of their organizations to drive sustainable growth and create enduring value for all stakeholders involved.

This month, Grafik had the privilege of co-hosting an event with the DC/MD/VA Chapter of the Alliance of Merger & Acquisition Advisors. The event, titled “Race to $1 Billion: Post-Merger Integrations for Growth-Minded Buyers,” brought together industry experts to delve into the intricacies of navigating post-merger integration challenges and unlocking tangible value. Led by our Chief Brand Strategist, Hal Swetnam, alongside Katy Herr of Audacia Strategies and Kim Clark Pakstys of Cohn Reznick, the panel provided invaluable insights into the multifaceted aspects of mergers and acquisitions.

The conversation spanned a broad spectrum, touching upon crucial elements such as organizational culture, operational processes, and strategic alignment, all of which are inevitably impacted by M&A activities. To set the stage, the panel engaged the audience of advisors, prompting them to encapsulate the essence of M&A in a few words. The responses ranged from acknowledging the complexities and pitfalls (“Tricky business,” “Landmines,” “Delusional owners”) to recognizing the potential and rewards that come with successful integration (“Potential,” “Celebration”).

Throughout the discussion, several key recommendations emerged, aimed at empowering advisors to navigate the M&A landscape effectively:

1. Early Action and Agility: Initiating preparatory measures well in advance and maintaining agility throughout the process were emphasized as critical success factors.
2. Transparent Communication and Expectation Management: Proactive communication, both internally and externally, was highlighted as essential for managing expectations and fostering alignment. Try to be as transparent as possible about what will change for your employees and customers, and when that change will happen.
3. Cultural Integration and Value Alignment: Identifying shared values and fostering a sense of purpose early on were emphasized to facilitate smoother cultural integration post-transaction. Pre-acquisition, survey employees to see what needs attention and/or to uncover what values are most important to your staff (later, it will be important to highlight shared values between your organization and the new company you’re acquiring or joining, so it’s a good idea to define your “why” early on). This can help improve resistance to change-related shock.
4. Risk Management and Due Diligence Beyond Numbers: Comprehensive due diligence, encompassing factors beyond financial metrics, was stressed as vital for risk mitigation and value preservation. Look at everything from executive leadership’s social media channels to Glassdoor reviews to understand where there may be crisis potential.
5. Strategic Planning for Integration: Planning for integration encompassing systems, processes, and people, with a keen focus on retaining mid-level talent and fostering collaboration, emerged as a key theme. 
6. Measuring Success and Long-Term Value Creation: Establishing clear metrics for gauging success, including financial performance, organizational unity, and talent retention, was underscored as imperative for sustained value creation.

In the post-transaction phase, the panel emphasized the significance of a well-executed brand launch, transparent communication, and the establishment of an Integration Management Office to oversee the process effectively.

Ultimately, the success of a merger or acquisition hinges on meticulous planning, transparent communication, and a steadfast commitment to fostering organizational alignment and value creation. By embracing these principles and navigating the integration journey with diligence and foresight, growth-minded buyers can steer their organizations toward a prosperous future in the competitive landscape of M&A.

As we reflect on the insights shared during the event, it becomes evident that successful post-merger integration is not merely about achieving financial milestones but also about fostering a culture of collaboration, innovation, and shared purpose. In the race to $1 billion, the true winners are those who can harness the collective strengths of their organizations to drive sustainable growth and create enduring value for all stakeholders involved.

This week provided a unique blend of insights and revelations as I had the privilege of attending two enlightening healthcare and technology events in Philadelphia: the PACT Foundation Breakfast surrounding “Women in Motion: Dynamic Changemakers in Healthcare and Tech” and Bisnow’s Healthcare Summit. The experience offered a profound exploration into the dynamic landscape of these intersecting fields, underscoring the constant evolution that characterizes the healthcare industry in our ever-changing world. Amidst the discussions and takeaways on healthcare trends, a particularly surprising revelation emerged during one of the panels: a strong emphasis on the critical importance of establishing a clear brand identity.

As we delve into the dynamic realm of healthcare, let’s unpack the insights gleaned from these events and explore the significance of cultivating a distinct brand to navigate complex industry trends.

Trends: What is shaping tomorrow’s wellness landscape?

A significant trend taking center stage is the rise of non-traditional healthcare methods, notably retail-based clinics. Retail giants like CVS Health and Walmart are making significant strides in the healthcare sector with the introduction of walk-in clinics such as CVS MinuteClinic and Walmart Health. These clinics offer accessible and cost-effective healthcare services for routine medical needs. Between 2020 and 2021, the utilization of these services saw a staggering 51% increase, with projections indicating that 30% of primary care will be delivered in non-traditional settings by 2030. These clinics are reshaping the healthcare landscape, offering convenience and accessibility that aligns with the demands of modern-day patients. The shift towards retail-based healthcare reflects a broader trend of seeking innovative solutions outside the traditional healthcare settings. For example, Grafik recently partnered with Patina, a virtual-first care provider exclusively for the 65+ community, that focuses on personalized, coordinated care with digital appointments. 

A significant development is the increasing focus on transparent medical costs, driven by patients taking a more proactive role in managing their healthcare. This surge in demand for clarity regarding the financial aspects of medical services is reshaping both the patient experience and the business models of healthcare providers. Concurrently, the evolving needs of the public are fostering a demand for healthcare that is not only accessible but also personalized. This trend highlights the industry’s acknowledgment of the diverse requirements of individuals, emphasizing the crucial role of tailoring healthcare services to meet specific needs.

As technology continues to advance, the exploration of Artificial Intelligence (AI) applications in healthcare is gaining momentum. From streamlining administrative processes to enhancing diagnostics and treatment plans, AI is proving to be a transformative force in the field. The integration of AI reflects a commitment to leveraging technology for improved patient outcomes and operational efficiency.

The unexpected insight: Brand identity matters

Amidst the myriad discussions and insights, a particularly unexpected piece of advice surfaced during one of the panels – the critical importance of establishing a clear brand identity. In an industry characterized by intricacies and perpetual change, crafting and communicating a unique brand isn’t just a marketing tactic; it’s a strategic necessity. A strong brand identity not only fosters trust but also sets the stage for long-term success through competitive differentiation and patient loyalty. 

Tiffanie Standard, Founder and CEO of Stimulus, Inc., a trailblazer in AI business streamlining services, underscored the importance of aligning with your “why” and ensuring effective communication with stakeholders. The pivotal method for achieving this is through the establishment of a distinct and clear brand identity, positioning you strategically for future growth.

Charting the course forward

As I reflect on the rich insights gathered from these events, it’s evident that the intersection of healthcare and technology is a realm of continuous evolution. Navigating this dynamic landscape requires a commitment to adaptability, a focus on patient-centric solutions, and a keen understanding of the role that technology, transparency, and brand identity play in shaping the future of healthcare. The journey forward promises both challenges and opportunities, and the lessons learned this week will undoubtedly guide the course of progress in this ever-evolving field.

How much should your company budget for a corporate rebrand? That’s a loaded question if we ever heard one! But as a branding and marketing agency that’s been in business for over 45 years, we’ve got a lot of data on what it takes. I’m going to break down some of the costs here based on our experience working with B2B clients, and also provide more information about the key variables and complexities that will impact costs.

The budgeting process starts by defining your unique needs and answering questions, such as:

•  Are you exploring a full rebrand? Defined as positioning, messaging, logo and visual identity (and potentially naming); or, are you simply looking for strategic guidance to strengthen your value proposition and better engage audiences? In either case, who do we need to engage in the process to ensure that our outputs are believable by the market and differentiated from competitors? Also, how are we engaging internal audiences in this process?

•  How large is your target market? Are you trying to reach a national audience, or an international one? Do we need to reach any unknown audience segments to support growth goals? Furthermore, how complex is your offering and is it something the market already associates with what you offer? Do we have sub-brands and/or products to consider? Are we looking to evolve or define the brand architecture, and how does that align with future growth goals?

•  As we consider the look and feel, do we need to explore an evolution or a revolution? If so, have we gauged equity in the current identity? How will audiences experience the brand? Where/how will it need to live?

•  Finally, are you prepared to go to market? Do you have audiences, channels, and budgets solidified? Do we know what will be required in terms of a brand launch and rollout?

Answers to questions like these will help to determine an actual scope, but for the purposes of this blog, we’ve provided budget ranges for the aforementioned phases associated with rebranding:

•  Discovery & Immersion: expect to invest $25,000 to $75,000 in discovery and brand research, including but not limited to: immersion efforts, stakeholder interviews, roundtables and/or surveys for internal and external audiences. Key variables include the number of stakeholders, size and reach of the market, external costs associated with audience procurement and/or research facilitation, the quality of current research, and the methodologies used to execute this phase.

•  Positioning & Messaging: expect to invest $25,000 to $50,000 when strengthening a go-to-market brand strategy. This can include brand architecture, positioning, mantra development, and messaging across parent brands, any sub-brands or products, as well as at the audience level. Key variables include the number of products, services, sub-brands, and audiences as well as the scale of the competitive landscape, and the depth of messaging and tone standards required for the organization.

•  Naming: expect to invest $20,000 to $40,000 in naming, plus external costs associated with registering any new names (e.g., opinion letters, trademark applications, etc.). This range depends on factors such as category and market ownership. Key variables include the difficulty of owning a name in a particular vertical and/or market, the number of categories ownership is required in, and the number of naming rounds it will require to find a meaningful, ownable, and marketable name.

•  Visual Identity: expect to invest anywhere from $30,000 to $65,000 on logo and visual identity development. This range considers everything from an evolution of your current look and feel to something brand new. Key variables include the number of logos and/or complexity of the brand system in support of the brand architecture and the extent to which the brand will need to live across digital, print, experiential, and physical applications.

•  Go-To-Market Strategy: plan to invest anywhere from $10,000 to $55,000 on a go-to-market strategy. This range depends on launch expectations as well as the need for post-launch strategic support, and isn’t inclusive of paid media costs. Key variables include the timeframe required to support launch, whether we need to map out post-launch engagement strategies, internal launch requirements, the size and scope of external launch, and the lift required to educate audiences on the new brand.

•  Implementation: plan to invest anywhere between $25,000 to $350,000 to support a brand rollout. This range depends on how much internal teams can execute versus what is needed from your agency partner. Key variables include the website (are we planning to reskin the existing site, or do we need to overhaul? Check out this blog for guidance on how to help make that determination). Consider whether you need launch-specific materials such as a brand video, a brand launch presentation, campaign assets, and swag. Identify the corporate and marketing collateral needed (e.g., stationery, one-sheeters, corporate powerpoint templates, brochures, etc.). Do we need brand guidelines, and how extensive should they be? What additional assets do we need to support the new brand (e.g., custom imagery, illustrations, etc.)? Do we need to consider event experiences /tradeshow executions as part of rollout? What about physical office spaces? Do we need to brand interiors such as office spaces and/or storefronts?

As evidenced by this blog, there are a number of complexities that will impact how much budget you’ll need to execute a successful branding initiative. What’s most important is to account for these variables upfront. And procuring the adequate funding is just one piece of the puzzle. Before you run off and submit a budget, take a minute to ensure that your organization is operationally prepared to execute a branding initiative. We’ve got several other articles that provide guidance on determining whether your company is rebrand ready as well as tips for properly setting expectations for this exciting, company-wide effort.

Still need more advice on how to budget for a rebrand? Or (understandably) unsure about what to do with all this information? Feel free to drop us a note and we’ll get you connected with a team member who can help put this thinking into something actionable for your organization.