Our Approach

For almost 20 years, we have enjoyed helping corporations, non-profits and government agencies, large and small, build and implement more competitive brands. Our approach is proven successful in every business environment and sector for both domestic and international clients. That’s because we help our clients understand, build and live a brand-driven business culture that thrives – that comes to life – through every employee and every function of the business. And, we make the process of building or refreshing your brand fun, highly interactive and engaging.

This hands-on process was developed with and for government agencies, non-profits and corporations and their stakeholders. It is a clear and complementary part of strategic planning.

Clarity: We guide an organization to a clear and unambiguous and competitive definition of who they are, what impact they will have and how success will be measured.

Action: We help reduce a complex plan to meaningful action.

Tools: We use the tools and techniques of brand development, strategic planning and marketing and communications – along with solid program design, operations and process improvement.

The result is to eliminate ambiguity of mission and purpose so the focus of all communication, operations and program design is on impact and value to customers.


Aligns your brand with programs so there is no gap between intent and delivery.

Builds capacity to compete and communicate with all stakeholders.

Builds capacity for strategic development and delivery of programs and services.


Organizations – new or established - require disciplined capacity building and strategic planning.

Reducing a complex plan to meaningful brand and program action is a key element. What we do is unique and yields powerful results, productive energy and clarity useful on many fronts.

Our approach fills a needed gap by enhancing and clarifying your brand in a way that can be effectively translated into actionable program initiatives.

Our approach will build your internal capacity to develop and sustain programs and to assess, anticipate, capture and deliver new opportunities for programs and partnerships.

From this foundation, your organization can refine and advance its programs, improve its operations, effectively connect its financial strategy, develop and deliver effective communications and organize and manage its staff resources.


Brand is the experience of your organization delivered through its people, products and services and the organization’s sustained ability to deliver. And so, we help our clients use their brands to guide and inform every aspect of their businesses.

Key points:

Brand drives strategic planning. The two must inform each other.

Brand development will shape your operations and communications and strengthen capacity for business.

The net value of this approach is more strategic and measurable development and delivery.


How to Get All the Value Out of This Process

This provides some context for our brand development approach and some of the issues we cover in our brand workshops and how your brand is implemented moving forward.


We’ve learned that brand is most accurately defined – and developed – as experience. Specifically, when we think of brand as the experience that your employees, customers and partners have with your organization then it demands that we address the following questions:

What defines your organization – absolutely – from all others?

What experience(s) do you want to deliver?

What does it take to ensure you deliver those specific experiences? (e.g. product performance, quality control, efficient business processes, employee retention/satisfaction, customer satisfaction, market growth, marketing communications, etc.)

How do you ensure that the perception of the delivered experience is the one you intended?

Do you know enough about – and can you measure – the experience of your customers?

How do you close the gap between your business intent – and the experience of your customers?


You’ve heard brand defined as a promise, and, to be sure, delivering a competitive and lasting brand involves an organizational commitment – a promise – to perform in a specific way.  After all, your business performance earns the trust that builds brand-loyal customers. But, it is one thing to validate your brand by seeing if it corresponds to a promise you’ve made. It is quite another thing to define and validate your brand as accurate to the perception and experience of your employees and customers.


Business process:

It ensures that brand becomes a functional business process – not just messaging.

You strategize. Then you develop or improve the business model needed to deliver the brand promise.

Then, you validate and improve your brand by understanding and improving the end experience of your employees and customers.


It ensures that delivering brand is about making specific business decisions.

Brand becomes an anchor and guidepost for business strategy.


It demands that you understand yourselves and your customers and do what it takes to close the gap between business intent – and customer perception/experience.

All of this is a way of saying that for brand to become real, it must become a pervasive part of the corporate culture.

Brand has to guide every aspect of the business.


Once the corporate brand can be clearly stated, you can convert the brand to business equity.

In context of the brand development process, this means identifying priority initiatives and calculating if and how they will combine to deliver the desired experience to employees and to customers and partners.

Brand therefore becomes a guidepost for how all your business decisions are made.