Every day you race between the C-suite, agency partner(s) and your internal team. Just keep the plates spinning, stay on budget and measure everything you can.

“Do you think we should rebrand?”This question often bubbles to the surface in a leadership meeting. The idea gets tossed back and forth until the topic is on the back burner to the next meeting.

We met with a client the other day who spent the past five years strategically investing several million dollars in their manufacturing infrastructure. And we’ve seen these machines in the factory firsthand.

For a bright, shiny new organization, the branding process is somewhat simple. Sure, it covers competitors, audiences, strengths, weaknesses and a host of other elements; but a rebrand for an established organization explores the past, present, and future before any potential visual expressions are put on the table.

To everyone else, it was a block of marble. But to Michelangelo, it was an angel, and he carved until he set it free.

Branding has an influence on nearly every aspect of our lives. People no longer buy an athletic shoe because it wears the longest. They buy it because it is a Nike product.

Without intentionally considering these blind spots, leadership tends to let their brand simply drift forward unaware of opportunities and threats in their industry.

Leaders know that collaboration equals progress. A diversified workforce that overcomes the invisible barriers of departmentalization or status is a true indicator of employee engagement.

Every new CEO has a Mount Everest in front of them. Whether brought in to overcome some crisis, or to help transition the company into a new era, there is a strong need for goals and guidance to keep the organization moving forward with positive momentum.

By simple definition, a branding firm is an organization that focuses on your business strategy. They see the bigger picture and work to develop the story of who you are, what you stand for, and why you matter in your industry.

How can you bring your marketing staff and your upper-level management together? Begin by getting everyone to step out of the weeds and into a clearing by developing a specific marketing plan.

Add a thoughtful plan for engaging team members along the way, and your path to measurable results becomes an easier road.

You’ve likely heard some variation of the saying, “You can’t read the label from inside the bottle.” It means there are two points of view. The one from inside the bottle is limited.

Every new staff member at Daake answers a handful of questions when they start. The answers to these standard "icebreaker" questions help us introduce the new team member to the rest of the crew.

A simple Google search reveals all you could ever want to know about archetypes and how they’re used. But what you won’t find is a deep dive into how they can be used to shape and define the tone of your brand.

The benefits of having a job extend far beyond health insurance and take-home-pay. How employees feel about their work has become integral to the work itself. Employee fulfillment, engagement, and the collective environment where the work takes place have evolved into what is known as corporate culture.