Transcript
WEBVTT
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There's a ton of noise out there. So how do you get decision makers
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to pay attention to your brand?
Start a podcast and invite your ideal clients
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to be guests on your show.
Learn more at sweetphish MEDIACOM. You're listening
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to be tob growth, a daily
podcast for B TOB leaders. We've interviewed
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names you've probably heard before, like
Gary Vanner, truck and Simon Senek,
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but you've probably never heard from the
majority of our guests. That's because the
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bulk of our interviews aren't with professional
speakers and authors. Most of our guests
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are in the trenches leading sales and
marketing teams. They're implementing strategy, they're
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experimenting with tactics. They're building the
fastest growing be tob companies in the world.
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My name is James Carberry. I'm
the founder of sweetfish media, a
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podcast agency for BB brands, and
I'm also one of the CO hosts of
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this show. When we're not interviewing
sales and marketing leaders, you'll hear stories
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from behind the scenes of our own
business. Will share the ups and downs
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of our journey as we attempt to
take over the world. Just getting well,
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maybe let's get into the show.
Welcome back to be tob growth.
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I'm Logan lyles with sweet fish media. I've joined today by Jeff Smith.
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He is the chief marketing officer over
at centrical. Jeff, how's it going
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today, sir? It's doing wonderful. I'm really glad to be here.
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Logan, awesome. Jeff, can
you give us a little bit of context
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on what you guys do at central? Well, just you know who you
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guys serve, what you do for
a little bit of context for today's conversation.
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Yeah, so, centrical is an
employee engagement and performance management platform and
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really we believe that when employees know
what their goals are, what they need
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to achieve them and are motivated to
do their best work, that's really where
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the magic happens. They succeed in
the business succeeds. We help companies,
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you know, help their employees perform
their best, but by combining advanced gamification,
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personalized micro learning and real time performance
management, and this the combination of
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all three of those things that that
really enable companies, their managers and their
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employees to really do their best work. Yeah, absolutely. I'm kind of
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fascinated with the idea of gamification in
the ways that it can improve performance in
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and a lot of different areas,
but that would be a topic for another
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episode. We may have to have
you back on just to dive deeper into
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that. But to transition into today's
conversation about the rebranding effort that you guys
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just went through, going through the
name change and the rebrand from game effective
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to Centrical, can you tell us
a little bit about the thinking as you
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guys went into it? It's not
something that you do lightly or you do
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often, even compared to a brand
refresh, like you were saying, Jeff.
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So can you tell us about some
of the things that we're in your
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mind that just told you, yes, this is the right way to go?
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What were some of the questions that
you are asking yourself that that prompted
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you guys to take the deep dive
into a full rebrand? Yeah, so
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it's not a decision that you make
lightly. When I was, you know,
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first starting at a game effective,
in fact, I spoke to many
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different people during during that process than
in my first few months on the on
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the job, from investors to clients
to employees and whatnot, and they all
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said, you know, basically the
same same theme, which was, man,
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this is a great company. We've
got a great technology, as evidence
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by all the great things we do
for our clients. You've got great clients,
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as evidence by the you know,
the high retention rates and you know,
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and expansion and all that stuff.
Man, the the the messaging just
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is is not there. It needs
to be improved, and so I knew
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early on that we were going to
have to make make a change and,
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you know, at least from a
positioning messaging at and definitely a visual identity
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perspective, it was at we didn't
actually make the decision to Change Our name
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until a little bit into the process
because as we were going into the messaging
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and the positioning and everything else,
it was like we just can't, like
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say what we want to say with
the Nameli game effective, right, because
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that's all about Gamification, which is, you know, where we started and
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where, you know, we built
this great foundation, you know, based
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on, you know, applying game
mechanics into the workplace environment, but it
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really just didn't incorporate everything that we
do today. So, in short,
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we just outgrew it. Yeah,
that makes a ton of sense when when
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you're starting to and I think it
makes sense. It shows the thought that
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you put into it, that you
are looking at the messaging in the story
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that you wanted to tell before you
thought about, you know, changing the
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name. I think some folks like, okay, we just we need new
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colors, we need a new name. Let's start there and then we'll start
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working on the messaging. So I
think that's a lesson that I pull away
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from what you said there, is
that you need to think about what is
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the story that you want to tell
and then you start working on rebranding,
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which you know you've got a start
with a name. Much like we help
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our customers launched their podcast, the
very first thing we work on with them
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in their kickoff and branding call is
the name of the show. So tell
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us a little bit about that first
step in the process of getting to the
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new name, Jeff. So that
was perhaps the most emotional part of this
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entire journey. Coming up with a
new name for a new company or a
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new product is like, you know, naming the new child, right,
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a new a new baby. There's
excitement, there's anticipation, there's joy,
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but when you're renaming an existing brand, and you know we were a six
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year old company. At that point
it's like renaming your six year old child.
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A lot of reservations, there's a
lot of second guessing, there's there's
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a lot of confusion and concern.
And so with that, you know,
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we we hired a brand agency who
is knowledgeable in our space and then we
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fired them because, I mean a
little bit we felt like the you know,
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the process was a little over overengineered
and too regimented. But but equally
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because I just don't think we were
ready for them and we needed to figure
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out some things on our own.
So we learned a lot during that,
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that initial process, and we kind
of struck out on our own and went
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about it that way. Yeah,
so tell us a little bit about you
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know, maybe that that typical process
and maybe it's not specific to that brand
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agency. You know, you mentioned
not quite being ready for them or for
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that sort of process without like,
you know, necessarily calling out. Well,
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they were doing, you know,
this that we felt was wrong or
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something they're maybe what folks have in
mind when it comes to that naming process.
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That that maybe you learned or something
that surprised you in going through it.
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Well, I there's definitely a I
think a standard methodology and or an
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approach to to rename me, and
you can go online and, you know,
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see all sorts of different ways of
picking names and whether they are acronyms
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or whether they are descriptive, you
know, etc. Etc. So I
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what I think we were not ready
for was knowing exactly what we wanted,
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right. And so, you know, we would start off with, oh,
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let's do the descriptive name and let's
do, you know, this this
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other approach, and then, of
course we would come up with all these
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like ridiculous names and and then we're
like, wait a minute, that doesn't
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work at all. So, yeah, we went through two hundred, you
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know plus names during this process and
we love names and then woke up the
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next morning and hated them and we
didn't like some names and then they grew
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on us. and honestly, that's
the worst approach, right, because you
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want your customers and employees and partners, etc. To like get it and
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like it right away, right.
And so this just went on and on
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and on and, you know,
we came up with some really ridiculous,
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you know names that were, you
know, rightfully so, thrown immediately into
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the into the trash can and at
one point, frankly, I even gave
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an ultimatum to the to the management
team. You know, if we don't
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have a new name by Monday,
you know, we're sticking with the one
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that we have right. And then
that, I think, was the ultimatum
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that we needed, because I think
there was a lot of, you know,
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emotion, right, emotion, getting
into it, and I think we
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needed that, that focal point to
really get us, you know, to
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get us to that fash line.
And of all the people in the organization
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are fo real of me a quick
note and said Hey, did did we
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consider this name? And it was
like the name. It was like and
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it was like amazing. Right.
Today's gross story is all about search engine
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their product was innovative, but they
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increase their organic traffic by a hundred
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by an outstanding two hundred and fifty
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custom proposal. That's directive consultingcom. All
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right, let's get back to this
interview. I think you point out some
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good things for folks to keep in
mind. You know, one part of
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the creative process is going to cut, is going to be coming up with
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very bad names and very bad ideas. You know, I heard a podcast
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episode about how the daily show how
their creative process works and it got us
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thinking for our social and our audience
growth team here at sweet fish, how
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we structure creative meetings, and that
was one that I think is good for
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us to keep in mind and to
you know, some of the best ideas
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may come from the unlikeliest of places, maybe your CFO. Maybe that's not
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going to be nine times out of
ten, but keep your eye out,
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keep your ears open for those ideas
that may come out of left field.
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So getting to the name you mentioned
was the most emotional part. As you
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and I were chatting offline, Jeff
you've mentioned that the next step in the
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process is explaining the brand, and
this is perhaps the hardest part, right,
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right. So, as you said, you know that the name is
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emotional and mean. There's lots of
opinions. You know, you go crazy
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about it and you find one right. Explain the brand is, you know,
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putting that into actual practice. It's
like coming up with the actual brand
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essence and and you know how you
want to communicate everything that that stands for.
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And so, you know, we
ended up coming up with some great
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ideas around incorporating or humanizing the this
new brand, because that was like really,
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really important to me. I didn't
want just, you know to change
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the colors, that a new logo. I really wanted to you know,
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encapsulate the putting the employee at the
center of business success, which is kind
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of our our tagline. I really
wanted that to come to life. So,
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along with the brand name, along
you know, we created this brand
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mark. That the really showed that
that purpose, that the value that we
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deliver to our customers and we believe
in engagement, you know, in influences
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learning and then that learning influences performance, which in turn impacts engagement. So
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it's just like virtuous circle, and
that symbolism and tandem with the centrical name,
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you know, really conveys and employee
centric platform, one that fosters that
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that never ending engagement, that continuous
learning and the ongoing improvement and more and
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and so our brand mark we started
to incorporate this you know, virtuous circle
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into it and in the end we
created this this mark that look like an
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employee. It had three core components, that the head was kind of a
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circle with two parts, and then
the the the body was, you know,
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half of a circle and each part
of that, those circles really encapsulated
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the three elements that make up are
our solution. That the head was made
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up of learning and performance. It
was kind of a take on that left
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brain right brain construct, and then
the body and legs were about engagement or
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the the heart and emotions that that
want experiences when you are kind of in
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a game of fied experience. So
it turned out to be such a an
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awesome, you know coming together of
what we stand for and then creating a
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brand that personified that. HMM,
yeah, I can see how that part
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was fun. Tell us a little
bit about, you know, the challenging
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nature of you know, trying to
explain that. I imagine even internally,
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it starts there before you ever start
with the messaging external for the rebrand and
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and explaining the new name and logo
and all those sorts of things. Right,
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yeah, and that and that's actually
very, very key, because the
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iterative process and and involving the you
know, bringing people along in that process
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in the company is so super important. The last thing you want is to
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you know, to have all these
closed door meetings and stuff and then you
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have your taught moment of, you
know, at least internally, releasing the
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new brand and having everyone go you
know. So it's really important to bring
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people along in that process and that's
the that's where the magic does happen,
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because you start doing, you know, quick iterations and and we and we
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also invite it, you know,
kind of core clients and partners to kind
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of help be design partners in the
and this along the way. So we
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would have touch bass with them to, you know, make sure that we're
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on track and something that's just didn't
sound, you know to foreign or weird
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in their eyes. HMM, yeah, awesome. So now let's get to
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the third step in the process.
We talked about getting to the name,
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we talked about explaining the brand.
Now let's talk about where we've kind of
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started to Eke into here, Jeff, and that is launching the brand,
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the most fun part of the process. Any specific learnings on, you know,
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rolling out the new branding or things
that maybe you wish you could have
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done differently or maybe that you know
kind of surprised you in that process of
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kind of unveiling and pushing forward and
and moving forward with the new brand name
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and identity? Yeah, so,
as you said, that that is the
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most fun part of the process,
but it's also a lot of work.
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So I mean it's not only,
you know, creating, you know,
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new things, like we had a
we created a all new website, the
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new intro video, new, new, new all sorts of things, right,
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but it's also, you know,
taking everything that you have and and,
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you know, updating it. So
there was a lot of work and
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we did three straight months of of
you know, long days and long nights
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to in order to get all that
done. But at the end of it,
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I think one of the biggest things
that I did right on this was
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putting the employee first, and so
we did a week long pre launch internally
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with just the employees to kind of
bring them along and get them up to
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speed, because, after all,
they're going to be the the ambassador's right,
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the brand ambassadors, and we wanted
them to, you know, not
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only understand it, but love it
and embrace it and become the best ambassadors
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that they that they could. So
that was, I think, one of
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the biggest, you know, things
that I did right during this what,
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this whole whole process? Yeah,
absolutely, I love what you're saying.
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They're Jeff, because it makes so
much sense to make sure that everybody is
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on the same page. You know, also earlier than that, make sure
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you don't kind of get that internal
leak, because that's the last thing you
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want to do is turn externally and
get that sort of reaction. Any final
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parting words for folks on this this
idea in the process of going through a
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rebrand? Any words of advice for
folks who are either thinking about this,
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maybe they're in the throes of it, maybe they're, you know, up
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all night trying to come up with
a new brand name, and maybe they
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just searched and found this episode of
the podcast. Any any words of a
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comfort or encouragement that you've got for
folks out there. Yeah, absolutely,
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and I touched on this earlier.
Methodology serves a very useful purpose, but
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if it becomes too controlling, it
clearly creates more problems than it solves.
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So you got to build the with
the expectation that you will change your mind
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on some things and just know that
that's okay. The other big thing is
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you know, won't keep emotions out
of it. You know, quantitative input
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is really important to the process,
but a brand, particularly a brand name,
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is the ethos of your company.
It's not cold and personal, it's
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not ones and Zeros and stuff,
and you really do need to rely on
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your gut for, you know,
part of the process. Yeah, absolutely,
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I think those are two really good
pieces of advice, Jeff. Well,
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this has been a really fun conversation. I encourage people to check out.
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They can see the new brand identity
on on your website and kind of
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see where where you guys got to
through this process. If anybody's wanting to
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learn more about you guys or reach
out to you, it's stay connected,
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Jeff. What's the best way for
them to reach out or stay connected with
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you and the team over at Centercol
so definitely you can reach out to me
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on Linkedin, because that's where I
will that's where I will see you,
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I'm sure Nice. All right.
Well, Jeff, this has been a
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great conversation. Thank you so much
for being a guest on the show and
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thanks Logan. We totally get it. We publish a ton of content on
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this podcast and it can be a
lot to keep up with. That's why
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00:19:03.240 --> 00:19:07.839
we've started the BOB growth big three, a no fluff email that boils down
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