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Storytelling in business — a good story equals strong leadership.

Let me tell you a story about storytelling in business — the most important, most under-appreciated, leadership skill.

All business revolves around persuasion. You have to persuade prospects to buy, investors to invest, employees to perform and suppliers to deliver. There’s no getting around it… if you’re going to succeed, you’ve got to persuade.

You really only have two choices of how to do that:  You can devise a rational argument using conventional facts, data, logic and powerpoint slides. In some cases that might work. Eventually. But it’s going to take a long, hard bludgeoning.

Or… you can gently pull people in by tapping the imagination and harnessing the proven, natural power of storytelling.

If you study the greatest business leaders of the last 50 years, they all had a knack for telling stories. Even the introverts.

Successful salesmen have always known that a good story will do most of the work for them. As the old saying goes, “facts tell, but stories sell.”

Harvey Mackay was an old-school envelope salesman who used stories to build a 100 million dollar business and published several best-selling management books. McKay never wrote a word about storytelling in business, and yet every chapter in every one of his books starts with a an anecdote of some kind…

“When I was a kid, my favorite ball player was Eddie Stanky, who couldn’t hit, couldn’t run, couldn’t throw, but he knew how to beat you…”

Mackay’s chapter titles had  stories built-in: “Ask an old grizzly.” “The wisdom of Dirty Harry.” “Calling Mr. Otis.” “Send in the clones.”

Plus, he featured real characters like Melvin the Haggler to demonstrate his points much more vividly than most business writers ever could.

Even his titles conjured up stories; “Swim with the sharks without being eaten alive.”

That’s why Mackay’s books sold more than 10 million copies. That’s why he has earned millions on the corporate speaking tour. He has a flair for the dramatic and a natural, friendly way of connecting with people through his home-spun stories.

There are no secrets to great storytelling  It’s in our DNA. It’s as natural as walking or hopping on a bike after 25 years of not riding.

Honestly. Anyone can do it. But in my experience, most business people do not.

They recite facts. They present cases. They try to impress with a lot of industry jargon. They literally talk till they’re blue in the face trying to convince, sell and cajole, when all they really need to do is tell a good story.

Storytelling is the only tried-and-true formula for holding people’s attention. Politicians know that. Comedians know that. Journalists know that. Even scientists and engineers know that stories are the key to getting their work widely accepted.

And now, neuroscientists have seen the fMRI data that proves that storytelling triggers the brain in uniquely positive ways. (Oxitocin synthesis)

Paul Zak, writing for Harvard Business Review sums it up:

“Our findings on the neurobiology of storytelling are relevant to business settings. They show that character driven stories with emotional content result in a better understanding of the key points a speaker wishes to make and enable better recall of the key points weeks later… When you want to motivate, persuade, or be remembered start with a story of human struggle and eventual triumph. It twill capture people’s hearts, by first attracting their brains. ”

There are many models you can borrow from for your own brand storytelling.

Pixar has a very simple framework that guides every movie they produce. Christopher Vogler, in his book “The Writer’s Journey,” lays out a useful formula, as does Donald Miller in “Building a Brand Story.”

Here are the five simple steps that we use at BN Branding when we’re devising brand narratives:

1. Once upon a time there was a ___________. Introduce the main character. Worts and all.
2. She lived in a world where ______________.  Set the scene. Paint a picture of what life is like in the hero’s ordinary world. Convey the problem/pain point. Show what’s at stake. This is the “before” part of a before-and-after scenario.
3. Then, one day, she discovers a possible solution to her problem. This is where your brand comes in. The hero is called to action because she’s been given a clear path to her goal. Your brand becomes the guide/mentor/tool that leads the way.
4. With this new elixir in hand, she sets out on her journey. But it’s not easy. There are tests, allies and enemies along the way as she gets closer and closer.
5. Finally, she prevails. She endures the supreme ordeal and comes back a changed person. This is “after” part of the before-and-after scenario, where you paint a very clear picture of how life changes for the better.

• All good stories include passion, conflict and resolution. Start with passion.

The ability to put your passion into words in a “why” statement is the first step in any brand storytelling effort. Simon Sinek’s massively popular book “Always start with Why” is a must-read on that subject.

“Every business person can explain what they do, but very few can clearly articulate why, ” Sinek says. That’s what stories are for.

Why are you in business, other than purely selfish capitalist reasons? What are you passionate about? Demonstrate that passion so like-minded people can jump on board and put themselves in the story.

That’s the passion part of the equation. Passion is what drives characters in stories. For whatever reason, they care! If you can’t convey your passion for the business you’re in, you’ll never win big.

• For storytelling in business, keep your customer in the center of the story.

Sorry to break it to you, but it’s not all about you! Your customer’s the hero, not your brand. It’s her journey, not yours, that’ll produce the most compelling story.

That means you have to really know your customers. Do the research so you thoroughly understand the conflict that’s driving your prospects toward purchasing your product or service. If you want your story to resonate, you have to get inside their heads and truly feel their pain.

• Embrace conflict. Without conflict, there is no story. 

Numbers in a slide deck can represent conflict, but people don’t empathize with numbers.

If you want your story to resonate you have to capture the real, human conflict that is inherent in any business category. Come down from the 30,000 foot view and depict the problem in very personal terms. Find the pain points that produce the most drama, and then build your stories around those.

• For storytelling in business, you need a villain. 

Stories revolve around opposing forces butting heads… The Starks and the Lannisters. The McCoys and the Hatfields. The Force vs. the Dark Side. Apple vs Microsoft. The ordinary underdog vs. The Man.  (Sticking it to The Man is a common theme in business pitches, but it’s almost always watered down with corporate terms like “a paradigm shift”  or “changing the Status Quo”  or “disruptive technology.” )

You have to define your villain and show what’s at stake, in plain english. You can’t be afraid of the dark side of your story or your industry, or even your product. Those imperfections are what make stories interesting, and characters worth rooting for. If you try to paint a completely rosy picture all the time, your stories will never engage anyone, and never ring true.

• Tell truth stories.

Authenticity is a popular buzzword these days. Everyone wants authentic stories and an authentic brand, but what does that mean?

I believe authenticity begins by being truthful about your purpose. If you’re not clear on  your ‘why’ you have no chance of being authentic.

Matthews & Wacker, in their book “What’s Your Story” talk about the difference between what’s true, and the bigger truth that a good story conveys. “What’s true is generally expressed as data points, but the truth always comes in the form of a story.”

“Traditional business communications have always been viewed as the simple, direct and timely transmission of true statements. But to be an effective corporate storyteller you must understand that  your job is to build the truth — of your company, of your brands, of your history, and of your values.” (Try this post for more on truth, lies and advertising.)

Tony Hsieh, CEO of Zappos, tells of learning an important lesson back in high school; “Sometimes the truth alone isn’t enough. The presentation of the truth is just as important” So when Hsieh speaks at SXSW or at a Ted Conference he always follows a simple formula: Be passionate. Tell personal stories. Be Real.

It’s been said that a brand is a promise. And there’s a popular book on writing titled “A Story Is A Promise.” The parallels are undeniable. 

A good storyteller must know his audience. An entrepreneur must know his, as well.

A good storyteller keeps people’s attention. Good managers do too.

Great leaders inspire people, just as great stories do.

Tell a good story and you can build a successful business. Tell a great story and you can start a movement that attracts a tribe and builds a brand. And if you combine a great story with an iconic leader you can change the world.

Naming, rebranding, and the role of your brand origin story.

Origin stories are big business in Hollywood. Millions of people will pay top dollar at the box office to get the back-story on their favorite superhero or sci-fi villain. (The Joker grossed $849 million in just two months.) Unfortunately, brand origin stories are highly underrated and underutilized in the business world.

Let’s say you’re involved in a start-up and you’re pitching your idea to potential investors. They’re going to want to know where you came from. How you got there. And what you’re all about. A well-crafted brand origin story can answer those questions — in dramatic fashion.

A look back helps illuminate the way forward.

Sometimes it’s the founder’s entrepreneurial journey that attracts a tribe of like-minded people and helps get the company off the ground. In other cases it’s the team that triggers success… their past experiences, skill sets, passions or unique insights. Sometimes it’s the product itself or the timing of the product launch that gives the company traction.

Whatever the case may be, that brand origin story should be an important component of your brand narrative.

Our clients never come asking for an origin story. They’re just stuck, and many have lost something they had when they first started their business, but they can’t put their finger on it. That’s why it helps to go back to the very beginning.

When we dive into the heritage of a company, the reputation of the brand, and the past experience of the key players we often find the DNA of the brand hidden beneath the haze of time, growth and outside influences.

Let me give you an example, and walk the talk.

This is the brand origin story of BNBranding…

It begins with my childhood crush on a couple of iconic brands. By the age of seven I was smitten was Tonka trucks and Schwinn bikes.

I really, really, really wanted a Schwinn Sting Ray with the banana seat, sissy bar and a five-speed stick shifter. That never happened, and I’m scarred for life from the years I spent riding a cheaper, embarrassing knock-off that my dad bought at a thrift store.

I’ll never forget the Christmas, some years later, when I finally got a yellow, Schwinn Varsity 10-speed. I had truly grown up… Way beyond the JV sting ray.

The other brand I was passionate about during those wonder years was Head skis. I got a hand-me-down pair from a racer friend of mine, and I was in snow-bound heaven. Head skis are the Schwinn of my winters, to this day.

Fast forward to high school when skateboarding replaced bike riding and my infatuation with brands blossomed. Classroom doodles were detailed recreations of skateboard brands, ski logos and slalom courses. I could draw perfect replicas of the iconic Rossignol R as well as the Sims logo,  G & S, Nordica, Marker and Sun Valley.

My PeeChee was a well-branded work of art and those logos are forever etched in my subconscious.

In Graphic Arts class I channeled that interest quite successfully. I created logos for imaginary brands, silk screened T shirts, learned how to set type, ran a letterpress, worked in the dark room developing my own photos and operated an offset press.

I can honestly say I learned a trade. In fact, I printed up a resume, walked into a local print shop and got my first job, which I desperately needed to pay for my brand-name skateboards, brand-name ski gear and brand-name car (Volkswagen Rabbit.)

That print shop was not exactly what you’d call state-of-the-art. Quite the opposite, in fact.  It was ancient, run-down and reeked of ink, acetone and darkroom chemicals.

But I loved it.

The big, hand-fed letterpresses were similar to what we had at school, but the type collection was dramatically larger… Row after row of font drawers, each one full of backward letters and punctuation marks just waiting to be painstakingly hand set and magically transformed into wedding invitations, event flyers or business cards.

Choose a font. Fish out every letter. Set the spacing. “Lock it all up.” Hold the whole thing up to the mirror to check for typos. Back to the drawer to replace that b with a d.

I developed a keen awareness of letterforms, x heights, leading and line spacing. I came to recognize inspired design, true craftsmanship and high-quality printing.  It’s was on-the-job training that serves me well to this day.

I had ink under my nails all through high school and college. My biggest take-aways from that experience?…

1. The Linotype machine is one of the most amazing gilded-age contraptions ever invented. (YouTube doesn’t do it justice.)

2. All the glamour’s on the front-end — in the planning, writing and design of those promotional materials. Not on the back end in production.

So I took all the advertising, writing and design classes I could. Then I took my Journalism degree and dove into a career in advertising.

I started as a direct response copywriter, where money talks. Not art. We tested everything, and routinely produced 35% response rates on direct sales letters to our house list. I learned that the right words translate directly into better response and more cash flow.

I gave up the security of that position to pursue my dream of working in a “real” ad agency. I worked in several around Portland where I did print advertising, award-winning radio campaigns, long-format corporate videos and lots of collateral projects. (printed sales materials.) I learned the magic of the writer/art director collaboration, the toxicity of dysfunctional bosses and the pitfalls of the advertising agency business model.

Like many naive, young Creatives I thought I could do it better myself.  So after moving to the small town of Bend, Oregon, I hung up a shingle with just two clients.

But what to call my fledgling little agency? By that time I had done a half dozen naming projects, so I dove into the exercise with a fair bit of bravado, a blank pad of paper and the world’s thickest thesaurus.

I wanted something that would convey my USP, which is an unusual combination of creative wordsmithing and insightful strategic planning. The work had to be creative, but also undeniably effective. So this name and tagline came pretty easily:

AdWords. What to say, and how to say it.

Short. Direct. Precise. Intriguing. Plus, the URL www.adwords.com was available, so I snatched that up right away. (That was before URLs were the be-all end-all of corporate naming.)

The tagline, “what to say and how to say it” still rings true today. At BNBranding it’s strategy first, THEN execution.

Strategy determines what to say. Creative execution is the “how to say it” part. One without the other is like a Ferarri without a throttle.

So “AdWords” it was!

Over the next seven years I built a team and a substantial body of award-winning advertising work in tourism, technology, golf and real estate development.

Then, on February 10 of 2004, I got a phone call from an attorney who made an offer to purchase the AdWords brand name and URL. I thought it was a birthday prank from one of my buddies, and I politely declined.

But a couple months later he called back with a better offer. Then another, and another. He wouldn’t tell me who his client was, but it didn’t take a big leap of imagination to figure out it was Google. I held out for more than a year.

The windfall from that sale gave me time to write a golf book, help start a non-profit, reevaluate the direction of the company, and reinvent my brand.

Back to the drawing board.

As it turned out, the RE-branding process was much more difficult than my original branding effort. As all Creatives know, doing work for yourself is harder than doing work for clients.

The cobbler’s shoe syndrome is rampant in my business.

First of all, I had to do some serious soul searching. I had to step back and take a realistic look at what the company was. And what is was NOT.

We never offered media buying as a service. That was not in our wheelhouse. So really, AdWords never was an ad agency. We provided creative services, and produced advertising in all forms, but it was more of creative boutique than an agency.

It was a bitter pill to swallow for someone who had dreamed of having an “agency.”  And during that re-naming process I wasted a lot of time comparing my company to advertising agencies.

In that world there are a lot of acronyms… BBDO, CP+B, R/GA, WPP, and even TBD. But I hate acronyms. I’ve never recommended an acronym while doing a naming project. Not once. I have recommended the use of the owner’s name, but never an acronym.

I’ve never seen a cool, start-up ad agency use an acronym. They all gravitate toward hip, one word names like Smoke, Dig, Preacher, Omelet, Stoke or Walrus.

Seriously. I can’t make this stuff up.

The consensus on my team was, “No, nothing like that! That’d be off brand for us.”  So the thousand dollar question was, what would be ON brand for me and my team?

The reality was this:  It wasn’t just about me and my copywriting skills. It wasn’t even about advertising anymore. I had to let that go.

Clients were asking for much more, and our service bundle had evolved to accommodate those requests. We were still delivering creative advertising work, but we were also working further up stream — doing strategic marketing, small business consulting, account planning and most of all, brand development.

So it was decided.. we would be a branding firm. Or a strategic brand consultancy. Or a branding agency. Something like that. But we still needed a name.

We kicked around a whole slew of options, including one that was just a symbolic letter. V.  Not V Branding, just V. That went nowhere.

We thought about leveraging our location, which is the desirable town of Bend, Oregon. Bend Branding. BB. That was a big dud.

Another practical consideration was corporate structure. I was advised to incorporate, but I already had one S corp in the family, so it seemed like a lot of unnecessary legal mumbo jumbo to me. Two corporate tax returns… really? Why not just become part of the family business? (My wife had a market research firm called BN Research.)

BN Branding. Hmmmmm… Seemed kind of boring, so I put that idea in the drawer and continued down the rabbit hole that is namestorming.  It’s never easy… sometimes it takes weeks to come up for air.

In the end, those two letters kept rising back to the surface… BN, BN, BN.

So we skipped a whole bunch of important strategic steps and jumped right into the execution. We started playing around with this question:  How could the B and the N stand for? How could we attach meaning to those two letters and extend it into a campaign that has legs… something that would be graphically bold and completely different than anything else in the Branding niche.

That’s where the “Be” campaign was born.

It started with one simple idea… What’s more iconic than the curves of Coca-Cola bottle?

Then came Be Inspired, which  implies a broader role where we’re touching more than just design and advertising. We inspire entire teams, not just marketing guys.

Suddenly the name BNBranding didn’t seem like a bad idea at all.

15 years later we’re still working out new ideas for the “Be” campaign. Those two green letters are now iconic, in their own right. You don’t even need to see the name or the logo to know it’s a message from BNBranding.

BN by itself is not an exciting name, but Be Iconic is the main benefit of working with us. Be Inspired is what clients are looking for. Be Nice is how we roll.

We’ve attached meaning to those two letters over time, and the more we repeat those, the stronger our brand becomes. BN is just a trigger for a much bigger, more meaningful idea. Our clients can fill in the blanks. They can “be” whatever they want to be.

So that’s my brand origin story, and the answer to the common question “why do you call it BNBranding?”

What can you learn from all this?

• Details, visual aids, and quality writing makes a big difference in the value of your brand origin story. Like any good story, it needs characters and conflict.

 • Look to the past for inspiration and a compelling brand origin story, but don’t hang on too tightly to what you thought you were. You gotta stay nimble.

• When evaluating possible names it’s often helpful to step back and look at the bigger picture. Get away from the word and the URL hunt, for a bit, and think big.

• Your company name is only one component of your brand identity. It’s important, for sure, but it seldom stands alone. It’s always “consumed” within the context of something else.

• Names that may not seem all that great at first can become quite powerful as context and meaning is revealed over time.

• Context matters. A well-crafted brand origin story provides context for people, and can create greater understanding of your real value.

• Brand origin stories are especially important for service business and companies that revolve around a few, key people.

•  A good origin story can become the stuff of urban legend, told and retold to your benefit.

If you’d like some help exposing your brand DNA, and telling your origin story, give us a call. We’d love to hear it.

New word, old idea — The definition of content marketing

“Content” is a sizzling buzzword in the marketing world these days. There are all sorts of specialists peddling different versions of content. “Content is King, Content is King,” they all scream.

Everyday I get multiple offers to provide content for this blog, and for my firm’s website, and for my clients’ websites. I hear from content marketing agencies, off-shore content factories, content producers, content designers, video content producers, social media content specialists and content journalists. Every one offers “expertise in my niche” and “professional” writers and producers.

Not one has ever actually panned out.

I’m not alone.  A recent survey from Forrester Research shows that 87% of all companies are struggling to find content that produces a discernible ROI. Companies are churning stuff out, but they’re not content with their content.

And here’s the ironic part… when you ask web development companies about their biggest daily frustration, without fail they all say “it’s really hard to get our clients to provide good content in a timely manner.”

The clients are waiting for the web guys to provide content, and the web guys are waiting for the clients.

Hmmmm. What’s wrong with that picture?

Part of the problem might be the term itself. It’s like the term “marketing”… no two people can agree on what it really includes. Some people think content refers only to copywriting for websites. Others say it’s infographics, or blogging, or video. Gotta have video!

They’re all right. It’s all “content.”

Content, the noun, is nothing new. 200 years ago marketing content appeared in the form of printed hand bills hung up in the local tavern or town square. Then there were newspapers, and magazines and the advent of paid advertising and editorial placed by publicists but written by journalists.

Radio brought sponsorships, jingles and professionally produced commercials. Many great brands were launched on that platform of “theater of the mind.”

In the late 1940’s TV became the original form of video content. At the same time, billboards started popping up, and in the 60’s, direct mail became a highly effective tool for marketers.

So content’s been around forever. It’s just the form and the delivery methods that have changed.

There are many more options now, and a totally new vernacular, but the crux of it is the same as always … It’s all designed to forge a connection with consumers. So when it’s time to buy, they are already convinced.

Seth Godin’s widely quoted as saying “Content marketing is all that’s left.” Well, I guess that’s true, in a sense, because content marketing is all there’s ever been.

Teaching prospective customers and giving them reasons to believe has always been the heart of marketing. But now it’s easy to go deeper than we could with Radio, TV, print or outdoor advertising.

The media mix is more fragmented than ever, so the exercise is twofold:

1. Create content that resonates with your people. Make it relevant, regardless of the medium.
2. Find the media outlets for that content that best fit your target audience and brand strategy.

If you want to be mindful and authentic about the content you use, you have to start with a deep dive into your business strategy. That’s probably why so many companies are unhappy with their content marketing efforts… there wasn’t any strategic thinking behind it. At all.

It’s usually just a purely tactical exercise.

Strategy work is the single most important component of your content marketing effort.

It’s the only way you’ll know what to say.

The fact is, every company has a lot of stuff they could say. But those messages may not be relevant to the audience, or they might not be differentiated from your competitor’s messages or they not be true to the operational realities of your business. There are a hundred things that could sabotage your content.

You’d be surprised how many companies are out producing content trying to “increase engagement” without even having their value proposition nailed down. So when you do that strategic work, you’ll immediately be ahead of the pack.

Once you’ve determined what to say, you also have to be creative in how you say it. That’s the execution piece.

When it comes to content, the right words matter. Concepts, themes and fundamental storylines matter. Images matter. Details matter. Guts matter. Restraint matters.

Many companies try to say too much, all the time. They pack their communications full of technical details that don’t enlighten or connect. They mistake facts and data for effective communications. They post ten times a day, just to say they did.  It’s a quantity over quality mentality.

You can’t just take a facebook post and turn it into a digital ad and expect it to perform well. Your content needs to be crafted to match both the target audience and the medium.

Make no mistake about it… no matter what kind of content you’re producing, precise word smithing and stunning visuals can mean the difference between failure and success.

In content marketing (and all marketing for that matter) what you show is just as important as what you say.

Part of the strategic work is determining what imagery should be attached to your brand. Here are some good questions to ponder:

Does your brand have its own, unique visual presence, or are you recycling the same stock images and selfies that every other company is using?

Would your social media person know if an Instagram post was completely “off brand?”

What’s the takeaway for people who don’t read a word of what you put out there? If you are seen but not heard.

If you have a food product, does your content look like something from Gourmet magazine or a tattered menu from a cheap Chinese place?

Once you’ve determined your brand visuals it’ll be much easier to define the type of images you want to pair with written content. There will be clear marching orders, and boundaries that will keep everything in alignment.

Long before”content marketing” was ever a thing, I was preaching about Relevance, Differentiation and Credibility.  Low and behold, the new model for content marketing fits perfectly with that tried and true model.

Try this post for more on content marketing.

Brand design with a bang – Visual cues and consistency across platforms

A lot of people ask me about our brand design and the graphics that accompany these blog posts.

They see the same visual cues on the BNBranding website, in social media posts, in our ads, on video and even on good, old-fashioned post cards, emails and invoices.

They comment about the work on LinkedIn and, yes, they respond to it. Some people have even said, “Wow, that’s really cool. Can you do something like that for my company?”

Of course.

Because the fact is, bold graphics such as these stop people in their tracks. It’s brand design that produces response.

It’s like direct response branding.

As prospects are scrolling quickly through a Facebook feed, they breeze right over all the stuff that looks the same as everything else… Stock photos, charts and graphs, head shots, even stupid cat videos get ignored these days.

They only pause when they see something that “Pops.”

The incongruity of the image or message, relative to everything else they see, creates natural human curiosity. It’s just the way our brains work.

On the other hand, we are wired to ignore the images, sounds and words that are familiar to us.

So familiar words, sounds and imagery do not belong in your advertising efforts.

Thanks to an increasingly fragmented marketing landscape, the need for consistently UNfamiliar visuals is on the rise. There are just so many different marketing tactics these days, it’s hard to get them all aligned into one, cohesive campaign. Most companies lose that “Pop” they could get by maintaining visual consistency across various platforms.

The same goes for sounds. The very best Radio, TV and video campaigns include unique sound cues that tie all the components of the campaign together. For instance, I wrote an award-winning radio campaign for a glass company, and the audio cue couldn’t have been more clear… the squeek of windex on a window.

It was an audible punctuation mark that proved very successful.

Visual punctuation marks, such as the images in our “Be” Campaign, can make small budgets look big. It’s one of the little things that small businesses can do to become iconic brands in their own, little spaces.

Tom Peters, in his book The Little Big Things, says “design mindfulness, even design excellence, should be part of every company’s core values.

Because the look IS the message. Because design is everything.”

Some people seem to think that “branding messages” do not belong on social media or in digital advertising. And that you can’t design a “branding” website that also moves product.

That’s hogwash.

As Peters said, every message out there is branding. You can’t differentiate sales messages or social messages from brand messages. It’s all connected. You might as well make them look that way.

Consistent, unexpected brand design is the easiest way to improve the impact of your messages and leverage your marketing spend.

If you’re not thinking about branding and design aesthetics when posting something on LinkedIn or Instagram, you’re missing a huge opportunity. People will just scroll on by.

If you’re not thinking about design when crafting headlines for your website, you’re not seeing the big picture. People will just click right out.

If you’re not thinking about your brand image when choosing a location or decorating your office space, you’re missing the boat.

Design is just one element of your overall branding efforts. But it’s an important one. Too important to ignore. Because every time you hammer home those visual cues, you move one little step closer to your objective.

If your business needs a stronger visual presence across all marketing channels, give us a call.

Or click here for an inexpensive yin/yang assessment of all your marketing efforts.

Same with sounds.