The Beat - Spring 2019

SPRING 2019
IDEAS FOR MARKETING AND CREATIVE PROFESSIONALS
Congratulations!
Cover Design
Contest Winner:
Darren Shaw
#2019Pantone
ColorOfTheYear
#LivingCoral

REGISTER TODAY for our spring giveaways!
READ.
SHAVE.
ENJOY!
“You deserve
a great shave,
at a fair price.”
Harrys.com
Or better yet...
You deserve a great shave, for FREE!
Check out “Brands We Love” (page 10) to learn why we
love Harry’s marketing, and REGISTER TO WIN a
FREE Deluxe Travel Kit!
WIN
A COPY OF:
Marketing Rebellion
by Mark Schaefer
(“Spotlight Book Review” page 16)
OR
How to Create Brand
Names That Stick
by Alexandra Watkins
(“The Name Game” page 12)
ENTER TO WIN at:
drummond.com/giveaway
or scan our QR code.

WELCOME Spring 2019 01
Welcome to the Spring issue of THE BEAT!
congratulations to our two finalists
for our cover design contest, and
a special shout-out to the winner,
Darren Shaw! Check out the bios of these
two designers on the inside back cover.
“There are a few books that I’ve read that
have me so engrossed that I’ve forgotten
about where I need to be or that it’s 3 a.m.
and I’m still reading. This is one of those
books,” reads an Amazon review. The 98
percent five-star reviews on Amazon
weren’t kidding! We were excited when we
heard that Mark Schaefer was releasing
another marketing book, and when it hit the
stands in January, we scooped it up to give
it a read. Check out the review on page 16
and register for our quarterly giveaways for
a copy of Marketing Rebellion.
We take the manufacturing process of
paper and print and environmentally sound
sustainability measures very seriously.
Two Sides is a nonprofit organization with
a mission of telling the sustainability story
of print and paper, using a
straightforward, balanced
approach. They tackle
relevant environmental
and social issues head-on
with factual, authoritative
information that exposes
the myths, explains our
industry’s true sustainability,
and gives stakeholders a
solid foundation for making
well-informed decisions
John Falconetti
CEO, Drummond
about the use of print and paper. We had
the privilege of speaking with Phil Riebel,
President of Two Sides North America, and
we share the facts about print and paper with
you on page 2 (Insights) of this publication.
When you’re finished, let us know if you’d
like to learn more, and we’ll shower you
with resources and information on how we
support the sustainable manufacturing of
paper and print as well as statistics on why
you should choose print.
Insurgent brands are making their way into
our homes and lifestyles, and their successes
indicate that we like having alternative
options to the big brands who traditionally
dominate many industries. In our cover story
(page 6), we interview Leighton Richards of
XBlades, an insurgent brand finding its place
among the likes of Nike and Adidas. Richards
spoke to us about his experiences with big
brands such as Louis Vuitton, TAG Heuer,
and Tissot and how the marketing of these
brands taught him the best way to navigate
locally around the big brands,
bringing smaller brands
to the forefront for the consumer
to consider.
Speaking of insurgent brands,
we chose to feature Harry’s in our
Brands We Love column. Check
out the story on page 10 and
register for our spring quarterly
giveaways for the chance to win
a Harry’s deluxe shave kit.
EXPERT OPINION
Read insights from the following
contributors in this issue:
Phil Riebel
The President of Two Sides North America discusses
the responsible production and use of paper
and print. (Page 2)
Leighton Richards
Leighton Richards of XBlades examines the
opportunities for insurgent brands and
localized marketing. (Page 6)
Alexandra Phillip Devon Thomas
Watkins Davis Treadwell
Three experts on naming, renaming, and writing
taglines for brands give sound advice on
the topic. (Page 12)
Follow us online facebook.com/Drummond-Press linkedin.com/company/the-drummond-press-inc-
THE BEAT is printed on 100# Gloss Cover/100# Gloss Text paper
SPRING 2019
Congratulations!
Cover Design
Contest Winner:
Darren Shaw
#2019Pantone
ColorOfTheYear
#LivingCoral
IDEAS FOR MARKETING AND CREATIVE PROFESSIONALS
01 Welcome
Letter from the CEO, plus a selection of
the key contributors writing in this issue.
02 Insights
Ideas, opinions, news, and trends.
06 Cover Story
Interview with Leighton Richards on insurgent
brands and how XBlades is fighting the sportsequipment
giants.
10 Brands We Love
Harry’s: An insurgent brand using multichannel and
word-of-mouth marketing to gain market share.
12 The Name Game
Three experts discuss the business of naming
a brand, renaming, and tagline creation.
16 Spotlight
An interview with Mark Schaefer about his new
best seller, Marketing Rebellion.
Executive Editor
Cindy Woods, cmoteam.com
Contributing Writers
Tim Sweeney
Stephanie Walden
Carro Ford
Design: Diann Durham
©2019 All Rights Reserved
Printed and distributed by Drummond
www.drummond.com

Spring 2019
INSIGHTS
NEWS
| REVIEWS | IDEAS | OPINION |
SUSTAINABILITY »
PAPER, PACKAGING, AND PRINT:
A Sustainability Story We Love to Tell
Phil Riebel
President,
Two Sides
North America
As President of Two Sides
North America, a graphic
communications, industryfunded
nonprofit, Phil Riebel
is the first to admit that
we could all use less of the
resources we use, including
paper. He just wants you to
know the whole story. The
narrative over the last two
decades has been clear: going green means not
using paper. But the efforts made by the paper and
print industry to become more sustainable might
surprise you, and the environmental impact of
going digital will too.
Much of Riebel’s role at Two Sides involves
approaching companies and educating them
about the facts and misinformation surrounding
the use of paper products and print. “Corporations
are trying to push consumers to go digital more
each year, trying to move them all to online
billing, for example,” says Riebel, who has 30
years of experience working in the paper industry.
“And for years there has been a very active
marketing campaign around going paperless,
where organizations tout the environmental
benefits by saying, ‘Go green, go paperless, save
the planet, save trees.’ But they don’t always
understand the life cycle of paper and things such
as sustainable forestry. At Two Sides, we approach
companies, educate them, and help the graphic
communications and print industry by urging the
companies to remove the negative claims that
are misleading.”
Riebel was Vice President of Sustainability
for UPM-Kymmene Group, a paper- and forestproducts
company in Helsinki, Finland, when
Two Sides was founded in the UK in 2008. As
the only organization addressing the negative
environmental messaging the paper industry was
feeling the brunt of, Two Sides quickly gained
members in Europe first and then Australia. After
returning to the United States, Riebel launched
Two Sides North America in 2012 with the
assistance of the National Paper Trade Association
(NPTA) and its member companies. Today the
organization is present in all 5 continents.
Riebel says the negative narrative around
paper use stems from the fact that the industry
was simply out-communicated by media and
environmental groups for a long time. “We let
environmentalists and the media tell a negative
story about our industry early on,” he says. “Now
we are working to promote the benefits of paper
and print. It should have been done 30 years
ago, but the good news is that the positives have
changed today to include increased environmental
responsibility, reduction of carbon footprints,
and, of course, the increased value of print as a
marketing channel.”
The fact that the industry has made major
advances concerning sustainability sure helps
the messenger. It starts with two big topics:
responsible forest management and the
recyclability of paper products. Riebel says there
is a strong story to tell in North America about
how forests are being better managed, despite the
negative imagery in the media, such as pictures of
clear-cut forests.
“If we manage forests properly, we will have
a sustainable resource,” Riebel says. “In North
America especially, we have made great strides
in the area of responsible forest management.
Companies have experts on staff, and we have
government regulators tasked with making sure
we manage forests for the long term so that they
will provide not just economic return but also
recreational, social, and environmental benefits.”
A major boost in helping promote responsible
forestry and manufacturing of paper products
is the stringent certifications that have been
implemented. Currently, there are three main
third-party groups enforcing forestry standards
globally—the Forest Stewardship Council (FSC),

INSIGHTS Spring 2019 03
the Sustainable Forestry Initiative (SFI), and
the American Tree Farm System (ATFS)—
endorsed by the international Programme for the
Endorsement of Forest Certification (PEFC TM ). All
of these organizations have published standards
certifying and tracking the path of products from
managed and sustainable forests through the
supply chain to the end user, keeping certified
material separated from noncertified material. Any
company in this supply chain, including harvesters,
processors, manufacturers, distributors, printers,
or anyone who is taking ownership of the forest
product at any stage, must be certified to be able
to label or promote their products as certified.
Each organization has a recognized logo that the
end user can place on their printed materials,
crediting the certification of the entire chain of
custody—from forest management to the paper
manufacturer to the print organization.
When it comes to recycling, Riebel says few
products are as recyclable as paper and packaging.
Still, the potential to improve is there, which is why
Two Sides focuses its education on renewability
and the notion of a circular economy. “We are
at more than 65 percent paper recovery in the
United States and 70 percent in Canada. Europe
is even higher,” Riebel says. “North America is
not the most sustainability-aware society, but we
have made great progress, and as people further
understand the benefits of paper and packaging, it
will help our industry.”
In North America, Two Sides has approached
177 companies about their negative claims around
the use of paper, and 117 (66 percent) have removed
those claims after becoming more educated on
the topic. Globally, Two Sides has worked with 360
companies who have removed claims against paper
and print. Riebel says companies often learn that
they are out of touch with two things: the life cycle of
paper and the life cycle of electronic information.
“Usually their goal is cost reduction, but
their science behind it isn’t always plausible or
accurate,” Riebel says. “The issue we have is that
you need to replace paper with something else to
communicate with, and is the alternative a better
and more responsible choice?”
The natural assumption is that digital is a more
environmentally friendly option, but that’s not
always the case. For example, the manufacturing
of electronic parts relies on metals from minerals
with a finite supply that are, in some cases, coming
from mining operations with highly negative social
and environmental impacts. “There are major
social issues with mines in Africa, and making
a computer relies heavily on nonrenewable
resources,” Riebel points out. “And most people
don’t realize that when a computer or phone is
recycled, it’s often being done in China or Africa in
poor conditions, with impacts on the environment
and human health.”
Relying on digital also puts stress on server
farms, which require energy to run. In fact, data
centers are one of the largest and fastest-growing
consumers of electricity in the United States. “It’s
a nonrenewable life cycle,” Riebel explains. “The
message is always to ‘go paperless to save the
planet’ and that going green means going digital.
But companies are not properly considering the
environmental life cycle of going digital. Everything
has an impact.”
According to a study by Gartner, a leading
research and technology company, the production
and running of the information communications
technology (ICT) sector is estimated to equate
to 2 percent of global greenhouse gas (GHG)
emissions, similar to that of the airline industry,
and this is expected to double by 2020. Ecofys
(now part of Navigant), an international energy
and sustainability consultancy, says that the
pulp, paper, and print industry accounts for
only 1 percent of GHG emissions. For more
The natural assumption
is that digital is a more
environmentally friendly
option, but that’s not
always the case.
on the environmental impacts of electronic
communications, see the Two Sides Fact Sheets
at twosidesna.org/Two-Sides-Fact-Sheet.
Paper is certainly not perfect, but the
overwhelming desire to do business with
responsible paper producers has driven the
industry to invest in new technology that
improves its environmental performance. The
same is true for the print industry and equipment
manufacturers. To be clear, Riebel isn’t saying
that nothing can be done to further improve the
print and paper industry from an environmental
standpoint. In fact, he welcomes it. He just wants
it to be done based on science, not marketing.
“We’ve had the last two decades to
research, report, and act on the full impact
our manufacturing processes have had on the
environment, and the research continues,”
says Riebel. “We can say with certainty that
it has driven some of the strongest and most
successful environmental-responsibility changes
any industry has undergone in ages, and there is
more to come.” ■
Find Two Sides at: twosidesna.org
@TwoSidesNorthAmerica
@TwoSidesNA
Two Sides North America
CHECK OUT
Two Sides infographics for the facts about the
sustainability of print and paper.
Scan the QR code or VISIT:
drummond.com/greeninfographic

Spring 2019
INSIGHTS
NEWS
| REVIEWS | IDEAS | OPINION |
SOCIAL MEDIA TRENDS »
LINKEDIN FOR MARKETERS:
Looking beyond the Echo Chamber
By Stephanie Walden
LinkedIn may be an underused asset in your
marketing tool kit. Here’s how several new features
are making the social networking site more marketer
friendly than ever.
t
he concept of six degrees of separation rings particularly
true on LinkedIn. This networking theory, which
supposes that any two given people are connected by a
string of just six relationships, means you never know whose
ears your marketing message will fall on—in other words,
there may be hidden leads among your digital network of
industry-conference acquaintances, obscure colleagues, and
former Econ 101 classmates.
For brands, this same theory holds water. While many
Company Pages on LinkedIn consist of existing employees,
they also tend to attract brand enthusiasts, potential B2B
leads, and users who are curious about the organization or its
products. For this reason, a thoughtfully managed page that
posts frequent updates can be a valuable asset.
In 2019, LinkedIn is making a concerted effort to revamp its
echo chamber image and increase its relevancy as a marketing
tool and content repository. Recently, the networking platform
released a few new features with interesting potential to boost
visibility and streamline both individual and company profiles.
Here’s a breakdown of the latest LinkedIn tools that can
complement your existing digital marketing strategy.
COMPANY PAGE UPDATES
In early 2019, LinkedIn rolled out three major updates to
Company Pages, designed to help administrators ramp
up engagement.
Content Suggestions, for instance, is a new feature that
enables page administrators to discover and share content
that’s likely to resonate with their community members. The
feature can be accessed in the Page admin center by clicking
on the Content Suggestions tab, under which users can select
filters and peruse content by industry, location, or job function.
Admins can also sort content by filters such as recency of
publication and engagement rates. Clicking the Share button
will push the selected item out to a customizable audience
(Public is the default setting), and you can add custom text as
well as @mentions and hashtags.
Content Suggestions are particularly handy as a way of
disseminating trending topics to a certain community—IT
enthusiasts, for example, or business leaders of a certain level
of seniority—and associating your brand with relevant, highquality
content in that specific space.
There’s also now a supercharged version of Page analytics,
which provides insight into not only the number and
demographics of followers, but also the sections of your Page
that visitors are viewing most frequently. A new Pages Toolkit
contains six user-friendly guides for tasks such as creating and
optimizing campaigns.

INSIGHTS Spring 2019 05
THAT’S FOLD-TASTIC »
LINKEDIN LIVE
Another exciting announcement is that LinkedIn is finally
jumping on the live-streaming bandwagon. In a pilot program
that will start slowly rolling out to US users on an invite-only
basis, LinkedIn members will be able to broadcast real-time
video to specific groups—or even to their entire network.
This new service, dubbed LinkedIn Live, has nearly
limitless potential for marketers, from promotional videos
for niche product releases to behind-the-scenes glimpses
into company culture. And as real-time, low production-cost
video soars in popularity on platforms such as Facebook and
Instagram, there’s reason to believe it has great potential for
success on LinkedIn too. In fact, Social Media Today reports
that since LinkedIn first began launching native video tools
in August 2017, the medium has become its most engaging
content option: users are about 20 times more likely to
share videos than any other post format on the platform.
To enable livestream functionality, LinkedIn has
partnered with a series of third-party industry leaders such
as Wirecast, SocialLIVE, Wowza Media Systems, Brandlive,
and Switcher Studio.
TWEAKS TO LINKEDIN GROUPS
The social media platform also released a new set of tools
for LinkedIn Groups, professional hubs in which users can
exchange content, have conversations, network, view jobs,
and cement their status as industry thought leaders.
Enhanced notifications promise to improve the
administrative user experience, and group leaders will now
be able to highlight and recommend key conversations for
greater transparency among members. LinkedIn is also
rolling out a new review-and-approval process for posts as
well as the ability to publish cover photos—features that
promise a more polished community experience.
From basic networking and product explainers to
omnichannel campaigns, LinkedIn Groups has potential as
a powerful stage for marketers. LinkedIn has published a
“helpful best practices” guide for groups that’s a worthwhile
read for anyone planning to launch, manage, or post in these
highly engaged communities.
These latest features suggest that LinkedIn aims to
be a serious contender in the content game. While the
networking site may not be the first name that leaps to mind
as an invaluable part of your marketing tool kit, it’s worth
considering that LinkedIn is one of the only social media sites
where users are actively seeking industry- and businessrelated
content—which translates to a surprisingly receptive
audience. As such, marketers would be remiss to ignore
LinkedIn as a key piece of their comprehensive social media
game plan. ■
THE MODIFIED CORNER
FOLD MAILER
Trish Witkowski specializes in creative
solutions and engagement strategies for direct
mail and marketing. She is also the curator of
the world’s most exciting collection of folded
print and direct mail samples, sharing the best
of her collection on her popular e-video series,
60-second Super-cool Fold of the Week. Check
out our two super-cool folds below, and request
the dielines directly from us!
The Modified Corner Fold Mailer features a
smart, mail-friendly modification. The classic
corner folder is folded in half to transform
from a square to a rectangle. This one simple
adjustment saves a tremendous amount
in postage fees while creating a stylish
presentation of content with a large
poster-like reveal on the interior.
The Modified Corner Fold Mailer is 14.25" by
14.25" unfolded and finishes to a 10" by 5"
rectangular format. This format is self-mailing;
however, it must be
designed with certain
specifications in mind.
Scan this code with your mobile
device to watch it unfold!
TRI-FOLD POCKET MAILER
The Tri-Fold Pocket Mailer is simple and stylish.
Using a classic direct mail format as the base,
we’ve added a curved pocket to the interior
that is ideal for light inserts, such as brochures,
coupons, and tickets.
The Tri-Fold Pocket Mailer is 21.5" by 10.5"
unfolded and finishes to a 10.5" by 6"
rectangular format. This format can be
mailed without the protection of an
envelope; however, it will require three tabs
to meet mailing
requirements.
Scan this code with your mobile
device to watch it unfold!

06 Spring 2019 COVER STORY
BUILDING
AN INSURGENT
BRAND
By Tim Sweeney
Leighton Richards
President, XBlades
Leighton Richards has held prominent marketing
and sales positions at some of the world’s top
luxury and sports brands. Today, he’s leading
the rebuild of a small Aussie sports brand that
was once an icon. He shares the lessons he’s
applying from those early days to his current role
and explains why he believes this is the era of
insurgent brands.
branding is far beyond the function of one
department of the company today,” says
Leighton Richards, the CEO of Australian
sports-footwear and sports-equipment company
XBlades. “It used to be that there was a sales
department, a marketing department, a customer
service department, and on and on. Today, it’s old,
boring companies that see marketing as a separate
function solely in charge of their brand. Marketing
is cultural. It’s something you do throughout the
company. You can do a million things well, but if
your customer service person is not on-brand, you
can undo all the good work quickly.”
Richards knows a thing or two about
marketing and organization building. He has
learned from some of the best. After starting his
career in product management and sales roles
for Adidas and then moving to Moët Hennessy
Louis Vuitton (LVMH), Richards segued into
brand-marketing roles for TAG Heuer, Dior, and
then Tissot. He moved back into the sports world
as Sales and Marketing Director for Callaway Golf
South Pacific before ascending to the Managing
Director role for the company’s Southeast Asia,
Pacific, and India region. Born and raised near
Melbourne, Richards says he is as addicted to
sports as any Aussie you’ll meet, and he doesn’t
mind a challenge. In 2016, those character
traits led him to XBlades, which makes athletic
footwear and equipment for sports such as rugby,
Australian rules football, and cricket.

Spring 2019 07
As CEO of the brand that was “all anyone
wanted to wear” when he was a young footballer
in the 1990s, Richards and the young team he has
assembled are attempting to restore XBlades to the
lofty local status it once held after its birth in 1989.
“When I think back to those days working
for luxury watch and jewelry brands, those brands
had so much power that when you walked into a
jewelry store as a salesperson, you kind of dictated
what you wanted. You were never really selling,” he
explains. “But with XBlades, like many brands that
experience initial success only to find themselves
eventually lost in the noise made by the big brands,
it’s a reboot. We are the insurgent brand, hoping
to disrupt the market by dialing up the functional
messaging, talking about who we are, what we are
offering, and how we are different.”
“Marketing is cultural.
It’s something you do
throughout the company.
You can do a million things
well, but if your customer
service person is not onbrand,
you can undo all
the good work quickly.”
From a marketing standpoint, the head
offices of those large luxury brands do their
best to create and control one consistent brand
message across the world (not that you can
fault them for that). Without those guidelines in
place, the brand becomes hard to understand.
This means that for the marketing team
members of those big brands in regions around
the world, their job is built around delivering that
one consistent message from the head office
into their local market.
“Working for a global brand, your job is
to execute in the market(s) you serve,” Richards
says. “You aren’t influencing design or the look
and feel of your brand campaigns, because
the brand wants what consumers see in a bus
shelter in Milan to be the same as what they
see on a tram in Melbourne and a subway in
New York City.”
But most consumers don’t live globally—
they live locally. And of course, cultures being
different around the world means that what might
work in the United States may not work with a
consumer in Japan. Richards began to realize that
localized marketing could possibly outmaneuver a
big brand’s global messaging, a realization he put
into play with the marketing of XBlades.
“The bottom line is that you always have
to be customer-centric,” he says. “And that
WHY I BELIEVE IN
AN ORGANIZATION
OF MARKETERS
By Leighton Richards
Having worked in marketing at
multiple levels and now as a CEO, I
have changed my perspective of what
marketing is. Today, it’s cultural, it’s
customer-centric, and it’s organizationwide.
Tensions have always existed
between sales and marketing. And it’s
a fine balance. Sales professionals, who
are close to the market, tend to think in
the short term about the sale, and that’s
how you want them to think, because it
drives their KPIs. Marketing people tend
to think more long term, especially if
they think about brand versus product.
To ease that tension, I have pushed
marketing people to spend time in
the field with salespeople—even if
it’s only a couple of days a year—and
to let salespeople in on marketing
meetings. No matter how you achieve
it, it’s crucial today that everyone in
your company understands they play
a role in the marketing of the brand.
The Walt Disney Company has long
been held as a prime example of a
company that has people at every level
who manifest the brand. And that is a
human resources responsibility. There
is the famous story of President John F.
Kennedy walking through the hallways
of NASA in 1962, when he took a
wrong turn and met a janitor washing
the floor. He introduced himself and
asked the man what he did, and the
janitor told him, “Mr. President, I’m
helping put a man on the moon.”
That is an organization that lives and
breathes its entire brand purpose.

08 Spring 2019 COVER STORY
means how you reach that point with your target
audience shifts. If you are truly a customercentric
organization, you focus on what matters
to consumers, and your message is delivered
to them in the way that best matches their
consumption of it. That could be social, print,
digital, mobile, or a combination of these, all of
which can be localized and personalized.”
Though XBlades is at a very different stage of
its life cycle than those luxury brands of his early
career, Richards is applying what he learned about
how big brands operate to battle the big boys
in the sports world. At XBlades, the challenge
is to be taken into consideration by consumers,
as opposed to Nike or Adidas. Ironically,
the enormity of those sports-equipment
manufacturers is why Richards sees opportunity
for his local brand. In fact, he believes that the
same big-brand strategy he worked to execute
at LVMH and Swatch—where brands use similar
global messaging across all markets—leaves
them susceptible to local brands that can speak
to consumers on a more personal level.
“As you get bigger, there are very few
markets where what you create centrally for your
brand is applicable in every market,” Richards
says. “Today, more than ever, it is increasingly
difficult, because the landscape has changed.
People can get exactly what they want now, so
the message needs to be targeted to who they
are, where they live, and their individual needs.”
Richards and his fellow investors were
looking for a brand playing in a market with
unmet needs—an insurgent brand. Nike and
Adidas—global players that historically have
targeted basketball, soccer, and baseball—have
recently focused on large markets such as India
and China, which have both a love of sports and
huge populations. With their direction being
mass-market rather than specialized, that leaves
local markets un-catered to. For a brand like
XBlades, that is an opportunity to meet the
demand of local consumers and athletes playing
Commonwealth sports such as cricket, rugby,
and field hockey, the third-biggest sport in the
world in participation.
The best part: today’s technology has leveled
the playing field and has made it easier for a small
brand to compete with the big boys. This is why
Richards believes insurgent brands will continue
to have big opportunities in the next decade. “For
example, a few years ago, big companies had
sophisticated IT systems that no one could afford.
Today, a small organization can get access to the
cloud for dollars a month. The points of entry and
competition are much more level now.”
Richards says he learned at Callaway Golf
that in sports, good product can build a brand,
supporting a product-driven brand strategy. At his
current company, they have rebuilt the product
with footwear experts to deliver a performance
1It’s important to
be really clear
about what is
in and what is out.
And to be honest, you
need to be even clearer
about what you are NOT
doing. The list of what we
can do gets too big, and
we tend to focus on that.
The list of what we don’t
do solidifies who we are
not as a brand.
advantage that fulfills the specific needs, wants,
and desires of athletes playing these local sports.
They have also created a new, sexier version of
the logo to help build an emotional connection to
WHAT I LEARNED FROM
Harvard’s Leadership Program
In 2018, I was fortunate enough to spend three months studying
at Harvard Business School’s Advanced Management Program alongside
professionals from around the globe. Much of our time was spent on case
studies and in deep discussion about the successes and failures of brands.
Among the many things I learned from the case studies and discussions with
my classmates and professors, here are a few big takeaways that come to mind.
2Businesses today
must think about
ecosystem and
platform rather than
just a unique offering.
That is, How does our
product interact with
other products to create
a certain experience?
Of course, Apple is the
big example. The Apple
platform is an ecosystem
built around apps. The
device is not the key
strategy—the platform is.
I don’t know whether
they intentionally formed
that at the beginning or
not, but it’s true today.
The best part: today’s
technology has leveled the
playing field and has made
it easier for a small brand to
compete with the big boys.
3Don’t get too
attached to your
own strategy.
Too often, the setters of
strategy (leaders) get
so wedded to their own
strategy that they can’t
pivot and move. It’s hard
to go back to the senior
boardroom and say,
“We got this wrong and
we need to pivot,” but
organizations die because
people worry about being
wrong to the board. In
the cases we studied at
Harvard, being afraid to
pivot away from what’s
not working was a big
reason for failure.
4Listen to the
new blood.
When big brands
fall from grace, it often
starts with a culture
in which leadership is
drinking its own Kool-Aid
rather than being open to
new perspectives. Listen
to new employees. They
come into the business
and tell you their views
quickly because they see
things when longtime
employees are blinded by
the past. Companies that
get beaten and fail usually
do so because they are in
denial internally.

Spring 2019 09
“Who Are Those Guys?” Spotting Insurgent Brands and Learning from Them
Historically, big market leaders competed only
with other big market leaders. Incumbents versus
incumbents. Today, small, agile brands are shaking
up the market with smart, street level marketing
and creating value by aligning every aspect of the
brand experience. And guess what? We like it!
According to Bain & Company’s research, insurgent
brands account for 2 percent of the market share
across 45 categories, capturing around 25 percent
of the growth rate over the past five years.
Leighton Richards thinks you’ll see more of them
on the rise in the coming years. Following are
common characteristics of insurgent brands that
may inspire your own brand’s marketing.
Insurgent brands have an
entrepreneurial mission
committed to fulfilling a
defined and unmet need.
Insurgents tend to offer
higher-quality or distinctive
attributes, greater convenience,
and a better, more personalized
purchase experience.
They start out by targeting small
core customer segments.
Insurgent brands grow through
localized marketing—using
tactics such as sampling and
events to create a community
of advocates.
They are agile and listen,
having the ability to test,
learn, and quickly respond
to feedback and trends.
They have limited SKUs
and initially focus on one
or two products.
They establish a small, reliable
ecosystem of manufacturing
and distribution, enabling them
to quickly change their course
as needed.
Research shows insurgent
brands can launch new product
ideas three times faster than
larger competitors can.
Fifty-six percent of insurgent
brands launch on social media,
moving later into traditional
media to gain reach.
the brand as well as strategically inked deals with
a number of professional athletes. Not long after
relaunching their first new products, the team
settled on a brand promise, which was derived in
large part from consumer feedback.
“I think there is often confusion between a
brand promise and a slogan, which are different,”
Richards says. “The brand promise is experiential.
It’s a combination of functional and emotional
attributes. What are the things consumers say
about your brand? The mirror of this gives you the
answer. The exercise for this, in our case, was to
ask questions like, What are people saying about
our brand, to their friends at their weekend BBQ?”
With XBlades, the answer was comfort, so the
team began to understand that fit would be part
of their brand promise.
For the foreseeable future, the task at
XBlades is to create brand value and capture new
consumers, leaving Richards to spend plenty of
time pondering both the artistic and the scientific
aspects of marketing. The artistic side, as he
sees it, is the differentiation of your brand, which
moves with the trends of the time—things such
as Instagram stories and other forms of social
media. The science, as he sees it, is what’s behind
the brand development.
“For sure, integrated brand communication
is still important, and that’s about not confusing
your consumer,” Richards says. “The mediums may
shift, but everything still needs to be cohesive. If we
sign a new athlete to wear a particular product, for
example, we announce that signing at the same
time that the product launches.” That simplified
approach also means understanding where the
brand is at in terms of its own life cycle, something
Richards says he harps on with his young team.
However, he admits it can be tempting to join
the race to communicate in more ways and more
places, like their larger competitors do.
“It’s better to have an impact
on one area first, but it has to
be linked to the cycle you’re
in as a brand, and you have
to ask if it’s moving the brand
through that cycle faster.”
“XBlades is an emerging brand, and the
biggest brand in our market is Nike,” Richards
says. “When people in my organization say,
‘This is what Nike does,’ I say, ‘Yes, this is what
Nike does now, but it’s not what Nike did back
when they were at the stage we are in now.’ You
have to look at the brand on the journey and
understand the stage of development you’re in.
You can’t skip cycles. For us, as it was for Nike at
one time, it’s about building loyalty and people
repeatedly buying the products and having a
great experience so that the previous experience
solidifies the next purchase. That’s what those big
brands did over the journey.”
While he certainly would love to pull the
lever on a number of things in order to speed up
the growth of XBlades, Richards reminds himself of
the resources at hand and of the fact that there are
steps in the process. He’s convinced that looking at
what other brands are doing will result in a scattergun
approach and marketing that has no impact.
“It’s better to have an impact on one area first,
but it has to be linked to the cycle you’re in as a
brand, and you have to ask if it’s moving the brand
through that cycle faster,” he says. “From a leadership
standpoint, that’s where simplicity and clarity are
crucial, because you get the best results from people
when you deliver those things to them. That doesn’t
mean there isn’t sophistication in the strategy, but
communicating it in a repeatable way means you get
the majority of the organization on board.” ■

10 Spring 2019 BRANDS WE LOVE
Brands We Love: Harry’s
If you are a member of an in-house marketing
team, you have undoubtedly heard someone
say, “We need to focus our efforts.” That’s
because the list of ways to tell product
and brand stories today is literally endless:
social, direct mail, paid advertising, podcasts,
video marketing, content marketing, email,
newsletters, etc. And within each, the choices
grow exponentially. Therefore, when you see
a brand like Harry’s seemingly doing all the
basics well—and still paying attention to the
details—it’s worth a closer look.
Harry’s makes and sells shaving products—
individual razors, kits, shave cream, and
gel—as well as other personal care items for
men. As the story goes, company founders Jeff
Raider and Andy Katz-Mayfield recognized,
like most men on earth, that buying razors
was a costly and painful process. Unlike most
men, however, they decided to do something
about it. Rather than just grow beards, they
launched Harry’s in 2013, selling their shaving
subscription service directly to consumers
online—and they started strong.
Jeff Raider and Andy Katz-Mayfield, Company Founders
65,000 NEW FRIENDS
Before the company even launched its
e-commerce platform, Harry’s built a database
of more than 100,000 would-be shavers. They
did this via word of mouth and an intelligent
referral system. Prior to the launch, with just
a handful of employees, the small team at
Harry’s spent time befriending, recruiting, and
compiling a list of a few hundred people who
would help share the news of their new brand.
They launched with only a two-page microsite.
On the first page, people entered their email
address. On the second, they could earn free
products by referring friends. The more friends
they referred, the more stuff they got. All 12
employees sent personal emails to friends,
asking them to join the mailing list and pass it
along to friends to win prizes. By the end of the
week, their list was 100,000 strong and their
stats showed that 20,000 people had referred
65,000 friends.
K.I.S.S. COPY
Harry’s copy, including that in their launch
campaign, is simple, fun, and easy to
understand. Perhaps most importantly, it’s
focused on the consumer and how he will
benefit rather than on simply the features of
the product. The brand’s goal is to connect
emotionally with people and to let them know
what they will get from what they are buying.
In many cases, it’s less about making a sale
and more about bringing a new person into the
fold as a subscriber. Because the words have
been carefully chosen, Harry’s makes even an
email newsletter seem worthy of your time.
As a customer, their playful and genuine tone
makes you feel as though you are not being
sold to—even though you are.
The same is true of their direct mail,
designed cleanly and with clear and simple

Spring 2019
11
messaging. The direct mail pieces we
reviewed came with a call to action
to “try the shaving company that’s
fixing shaving” and an offer to redeem
online for a trial set consisting of a
razor with a blade, shaving gel, and
a travel cover—a $13 value. Inside,
three paragraphs supported three company
attributes highlighted in bold: “premium
blades,” “honest value,” and “easy to try.”
The printed piece itself was smartly
oversized and printed on uncoated
stock, giving it a simple and tactile
element that fit with Harry’s image.
Like their online look, the design was
minimalist and classy, and it boasted
large, close-up product images, bringing
detail to life. This overall approach
to storytelling comes from a brand
marketing team closely examining how
they are talking to consumers in each
channel and then relying on an in-house
creative team to execute the plan for
each specific channel.
The company’s employees also make a
point of listening to consumers, from the R &
D team who makes razors to those responsible
for how purchases are made on Harrys.com.
(How many companies send a standard
questionnaire to their consumers four times
a year?) Because they listen, the brand has
attracted an extremely loyal following across
their various social media channels. One look
at Harry’s Facebook Page shows they are
extremely prompt in replying to both happy
and frustrated customers, eager to solve
problems and answer questions. All of this
builds consumer loyalty, which was clear when
Harry’s consumers defended the brand from
corporate bullying by industry-leading Gillette
in 2017.
CUSTOMER-JOURNEY MAPPING
THAT WORKS
From a consumer’s perspective, the website
exploration and buying experience felt as
though we could know exactly what we could
purchase, exactly what we could expect
from it, and that there would be no waste of
our time with frivolous marketing speak or
imagery. There was even the option of adding
a mystery gift at the end for five bucks, with
the promise that we would
discover what it was when
we opened the box—a
great way to introduce
a new product to us. If
consumers
happen to
abandon their
purchase
somewhere
along the
journey, Harry’s
seems to understand that
perhaps their subscription
service scared them
off. Rather than trying
to convince them to
join, Harry’s retargets
abandoned consumers
with a new, unassuming
offer to try their product
with a smaller investment.
From the direct mail to
our online experience, it was great customerjourney
mapping with the right amount of
touches, offers and timing.
SOCIAL MISSION
It’s important in today’s landscape for a brand
to have a conscience, and Harry’s is doing
its part to “do good for consumers and the
community,” as they state on their website.
The company donates a percentage of sales
and volunteers time to several charitable
organizations, including the Representation
Project (which inspires individuals and
communities to challenge and overcome
limiting stereotypes), A CALL TO MEN
(which works to promote a healthy and
respectful manhood, shifting attitudes and
behaviors that devalue marginalized groups),
and the Campaign against Living Miserably
(a UK-based charity dedicated to preventing
male suicide), among others.
Despite having to wage a constant battle
against a Goliath such as Gillette as well as
smaller shaving alternatives such as Dollar Shave
Club, the future looks bright for Harry’s, as they
have positioned themselves to fill an obvious void.
And ladies, soon there will be a Harry’s for you
too. In 2018, Harry’s launched Flamingo, a body
care brand for women. “Your body (and your
hairs),” they say, “are in good hands.”
Our assessment of Harry’s marketing? Two
thumbs up for successfully marrying multichannel
touchpoints (both online and offline)
and creating a low-key and easy customer
journey that tells a great brand story. Harry’s is
an insurgent brand that found an unmet need
and has successfully filled it! ■
THIS SHAVE’S ON US!
REGISTER TO WIN this FREE
Deluxe Travel Kit from Harry’s at:
drummond.com/giveaway
or scan this QR code.

12 Spring 2019 FEATURE
The
NAME GAME
Has Changed
Phillip Davis
President and Founder
www.TungstenBranding.com
Devon Thomas Treadwell
Founding Partner
www.pollywoginc.com
Alexandra Watkins
Founder and Chief Innovation Officer
https://eatmywords.com
m
ost marketers go through a naming
exercise just a few times in their
careers, if that. And unlike the
experts interviewed for this article, the typical
brand and average marketing team lack the
experience and processes to uncover great,
sustainable names.
But there’s a bigger problem with naming
new companies and products today: there just
aren’t many great names left! Every year, six
million companies and more than 100,000
products are launched, according to Alexandra
Watkins, professional namer and founder
of naming firm Eat My Words. That’s a lot
of demand at a time when naming is more
difficult than ever before.

BRAND BUILDING
Spring 2019
13
“Consumers don’t have
time to figure out your
name, and they’re not
apt to go visit your
‘About’ page to learn
what you do.”
Every year, six
million companies
and more than
100,000 products
are launched.
The naming game has changed, and not
to a marketer’s benefit. While facing the
challenge in discovering creative name options,
the trademark space has become increasingly
crowded. “A recent study by Harvard Law
Review found we’re actually running out of
trademarks,” says Devon Thomas Treadwell,
Founding Partner of the naming agency
Pollywog. “In some classes, over half the
common words are taken. Companies want
those safe, easy words, like cornerstone, beacon,
or pinnacle.” Sorry, those went long ago.
Brands suffer from unrealistic expectations
of what they’re up against creatively. “Expect
that any available names will be longer than
what you thought,” advises Treadwell. The
mean number of syllables now runs four to
five in trademarked names spread across
two words or more. It’s difficult to find a
short, single-word name with any significant
meaning or relevance to your brand that you
can still trademark. Even neologisms and
invented words are becoming depleted, forcing
companies to broaden their expectations.
When to Rename? When It’s a Pain
Your company name could become a pain
point for a myriad of reasons, from trademark
conflicts to simply outgrowing a legacy name.
Maybe your business offering or mission
changed. “Firms start out with a niche product
or service, only to expand their offerings.
We’ve had companies that still had their first
products, which they no longer sell, be part
of their company name,” says naming expert
Phillip Davis, President and Founder of Tungsten
Branding. People get tied to names but end up
outgrowing them, notes Davis. For example,
St. Pete Plumbing was a location-based name
that became too confining, and people didn’t
understand what areas the company actually
served. Tungsten Branding worked with them
to define their target audience and determine
geographically where they were willing to travel
to so they could serve that audience. Working
through this process brought them the muchneeded
name change they hoped for.
The Curse of Knowledge
Creative people want creative names, but
sometimes that backfires. Watkins calls it
“the curse of knowledge.” That is, you may
know what it means, but no one else does.
“Consumers don’t have time to figure out
your name, and they’re not apt to go visit
your ‘About’ page to learn what you do.”
You might need a new name if you’re
constantly correcting misperceptions about
your company or if you add the classic “We’re
more than just _______,” filling in the blank
with something from your company name.
These clarifications lead to confusion and lost
opportunities. “One client had 25 percent
of their customer base buying as retail
customers, yet their name was Wholesale
Landscape Supply. When they rebranded
as Big Earth Landscape Supply, their retail
business skyrocketed,” notes Davis.
“Anytime you have to tell someone how
to pronounce your business name, you’re
apologizing and devaluing your brand,” says
Watkins. Don’t choose a name that’s spelling
challenged, because if it looks like a typo,
it’s going to ding your brand. She cites the
example of gourmet chocolate company
Tcho. “The T is silent, so if you tell someone
to go try ‘cho,’ they might not find it. Having
a name that’s difficult to spell and hard to
pronounce are big red flags.”
Don’t Rush the Naming Process
Watkins explains it like this. Imagine rushing
into a relationship without getting to know

14 Spring 2019 FEATURE
the person and falling in love without realizing
if there are any serious issues. “It’s the same
with naming, and by the time you find out the
flaws, you’re already hitched. You paid for the
wedding and the honeymoon, and now the
divorce is expensive. Take time to do it right.”
Naming can take a few weeks or many
months, depending on the scope, company
agility, the number of decision-makers, and
approval turnarounds. A small, tight group
keeps the process moving forward. “We
always advise clients to gather widely but
decide narrowly,” says Davis. “A camel is
a horse made by committee, so it’s best
to have a small group of decision-makers
who understand the purpose of the naming,
renaming, or rebrand and the objectives.
Many firms try to make the process overly
democratic and end up with a lowest
common denominator name—a bland
name that offends the least number of
people. A good size is three to five
people, with one person to spearhead
the interaction and feedback.”
“If more research or a language check is
involved, expect 8 to 10 weeks, and that’s if
the process moves quickly,” notes Treadwell.
After choosing a name, trademarking can take
up to a year. Treadwell recommends involving
decision-makers early on. This may be tough,
but “unless you involve final decision-makers
up front, the project could very well derail if you
wait to get their input downstream.”
Naming can take a
few weeks or many
months, depending on
the scope, company
agility, the number of
decision-makers, and
approval turnarounds.
Name Now, Logo Later
Naming pros agree that logo design and visual
treatment aren’t actually part of the naming
process. While there’s a visual aspect to a
name, it’s just words and concepts at this point,
not a logo or font or color—yet. The name leads
to the graphics, so the name must come first.
Don’t worry about matching domain and brand
names either. The practice now is trending
toward domain names that seem more like a
tagline than a name.
If your name needs to go global, be prepared
for more work. Big multinationals may have
people in-country to help vet names, especially
concerning pronunciations. With so many
countries and so many different meanings, Davis
warns it can be challenging and complicated to
find something that works everywhere.
Get Real: Your Brand Essence
“If you’re not different or you’re doing something
general, naming is the hardest thing in the
world,” says Treadwell. How do you deal
with such a discouraging outlook? Find your
Five Naming NO-NOs
1. Misleading
Monikers
The worst name isn’t awkward
or hard to say; it is the one
that is misleading and sends
customers in the wrong
direction. BluePrince, for
example, sells enterpriseplanning
and -zoning software,
but people thought they sold
blueprints. Big difference. When
they rebranded, repositioning
themselves as BluePrince
Monarch Edition: Software
for Building Departments and
Community Development,
customers had greater clarity
and were redirected away from
the idea of prints.
2. Acronym vs.
Acronym
Avoid the cringeworthy tendency
of converting a long name to
an acronym. The name loses all
meaning, and suddenly you’re
competing not in your space,
but with other acronyms. For
example, the World Taekwondo
Federation chugged along happily
for years using the acronym
WTF—and we know what
happened with that acronym!
Not to mention they don’t show
up until page 7 of a Google
search, competing with the likes
of the WTF podcast (2.75 million
downloads per month) and the
WTF Bikexplorers Summit.
3. Legacy
Names or
Surnames
Legacy surnames may do
little for current branding
and can actually interfere
when it comes time to sell
assets such as real estate
or legal firms. Make your
brand portable with its own
identity that’s not associated
with one person’s name.
4. Trademark
Troubles
Mistakes happen when
companies skimp on due
diligence and step on
someone else’s trademark
space. They fall in love
with a name before it’s
fully vetted. Natural words
are the gold standard for
trademarks, while oncepopular
nonsense and
made-up names have
demonstrated for decades
that they are prone to fail
when it comes to delivering
brand traction.

Spring 2019
15
difference! “If you can be truly different, you can
name around that,” she says. “Start by asking
what your vision is. Consider the audience and
who would like you the most. What appeals to
your most enthusiastic buyer?”
Dig into your brand promise with sharp
editing to identify the one thing that makes you
different, your brand essence. “We really insist
on brevity. If you have too many ideas in the
brand-essence document, there’s too much to
name around,” says Treadwell. “Nail it down to
one thing that’s different as well as one thing
you offer that makes you compelling.”
There’s also psychology to naming. It’s
not only the words, but also how they shape
perception and opinion. Humans gravitate
to what’s familiar and comfortable, so if
it’s difficult or confusing, it won’t provide
customers with insight as to what’s special or
unique about you.
Names That Smile
Alexandra Watkins has a clever system for
evaluating names, and it’s been featured in
5. Avoid
Trendy
As millennials dominate
their industries, brands
feel more comfortable
breaking rules with
intentional misspellings
and edgier names.
Extensions such as -ly,
-ify, and -ster signal
a millennial-friendly
brand, but you should
avoid being too trendy
with a name that
could date-stamp
your brand.
“We really insist on
brevity. If you have
too many ideas in
the brand-essence
document, there’s too
much to name around,”
says Treadwell.
both The Wall Street Journal and Inc. Her SMILE
criteria gives us a formula for a great name:
• Suggestive – It evokes a positive brand
experience.
• Meaningful – Customers get it. Avoid the
curse of knowledge.
• Imagery – It is visually evocative, because
images aid recall.
• Legs – It lends itself to a theme that can be
extended in creative ways.
• Emotional – It resonates with your audience.
Tagline: The Rudder for Your Name
What’s a name without its tagline? Davis
explains that your brand is your what and the
tagline is how you do it. He thinks of brand
identity as the boat and the tagline as the
rudder, the small piece of wood that steers the
name. His own firm, Tungsten Branding, uses
the tagline “Wired for brilliance.”
“We do a tagline with every name and find
it really useful, because it helps link the brand
name to the brand promise,” says Treadwell.
“We rebranded a holding company for a
network of medical-liability companies that
wanted to pull together for more capital and
strength.” They chose the name Constellation
and the tagline “Brighter together.”
Signals of Success
The goal is to create an environment where
people thrive. “When people have an identity
and can be themselves without stretching
to explain or making it fit artificially, then
the business can go forward with its real
mission,” Davis declares. He’s seen companies
double revenue in a year simply by releasing
their fixation with a confusing name, freeing
themselves to rebrand under a new name that
they feel good about and that better describes
the organization.
All three of our experts agree on this last
piece of advice: don’t take shortcuts with
branding and naming. It’s your most valuable
real estate and something you’ll be living with
for a very long time. ■
a copy of
A tagline helps link
the brand name to
WINAlexandra
Watkins’s
book, Hello, My Name
Is Awesome: How to
Create Brand Names
That Stick.
Register at:
drummond.com/giveaway
or scan this QR code.
the brand promise.

16 Spring 2019 SPOTLIGHT
The Marketing Rebellion
Marketers should take note when Mark Schaefer
publishes a new book. He cohosts The Marketing
Companion, a top-10 marketing podcast on iTunes,
and his blog—businessesgrow.com—is rated as one
of the top 10 business blogs. His six best-selling
marketing books have been translated into 12 languages, and
more than 50 universities use them as textbooks. In his latest book,
Marketing Rebellion, published in January, Schaefer makes the
case that there’s a revolution underway: consumers and a growing
number of marketers are rebelling against the limits of traditional
marketing.
What Have Marketers
Been Missing?
Schaefer says one reviewer called
his book a wake-up call. “I think
the key theme is that much of
our marketing occurs without us
now,” he adds, and he breaks it
down point by point in Marketing
Rebellion. Each chapter focuses on
an unknown or underappreciated
aspect of the buyer’s world and
offers actionable, immediate
course corrections for businesses
of any size, covering topics such as
the five human truths at the heart
of successful marketing strategy,
why customer loyalty is dying and
what you need to do, and how to
help your best customers do the
marketing for you.
Case Studies That
Emphasize Human
Impressions vs.
Advertising Impressions
“Brands have become too
preoccupied with how technology
can reduce marketing costs and
lost sight of how technology has
moved consumers dramatically
away from us. The way consumers
discover our products and share
them has changed considerably
in the last 10 years, and most
brands haven’t noticed.” Schaefer
drives home this message in
Marketing Rebellion.
Human-centered marketing
focuses on relationships, and
businesses must be built on human
impressions, not advertising
impressions. Schaefer believes
marketers and agencies of the
future “will find ways to tear down
barriers between consumers
and brands in ways that provide
breakthrough insights and
understanding and establish
emotional connections.” He
also notes that digital natives
are completely at ease with this
new human-centered marketing
approach, citing that it is natural
and instinctive to them. “Some of
the most inspiring case studies
REGISTER TO WIN
Mark Schaefer’s new book,
Marketing Rebellion, at:
drummond.com/giveaway
Scan this QR code
to register for our
spring giveaways!
98% Five-Star Reviews on !
“Mark Schaefer’s Marketing Rebellion channels the consumer’s rage
against the marketing machine into a wake-up call for the reimagining
of marketing to BE MORE HUMAN. Simple to acknowledge. Difficult
to practice.
It calls out many of the sacred cows of digital and social media
marketing practices of today. The use of marketing funnels, automation/
technology, content marketing, loyalty programs, employee advocacy
programs, marketing metrics, and others are taking marketers in the
wrong direction and away from the consumer. With consumers now
controlling nearly two-thirds of our marketing through social media,
word of mouth, reviews, etc., marketers must find their way back.
Mark‘s keen observations, personal experiences, and wry wit make this
book an authentic read. His research-based why-to, case examples,
forward-thinking advice, and storytelling how-to make this a must
read by marketing students, professors, and professionals.”
in the book, like Wistia, Glossier,
and Giant Spoon, are led by young
people who have no heritage in
traditional marketing. They’re free
to explore ideas that work today,
instead of holding on to truisms
from the past.”
Metrics: Solid
Practical Advice from
Measurement Experts
According to Schaefer, there’s
actually more of a case for
human-centered marketing with
B2B audiences than with B2C,
since human relationships are
magnified in longer B2B sales
cycles. However, digital marketing
has put more distance between
people, worsening the case for
business relationships.
“The most human company
wins,” Schaefer says right on the
cover of his new book. Yet human
impressions are harder to measure
than advertising impressions,
and Schaefer does have concerns
about measurement as an obstacle
to success. “We like to maintain
easy, familiar measurements,
because we can track and visually
represent these to our bosses. But
some of these new approaches
will definitely be more difficult to
measure, and I approach this very
directly in the book with solid,
practical advice from measurement
experts,” Schaefer adds.
Marketing through
Experimentation
and Change
“Marketing today is different
in ways no one imagined, and
the evolution isn’t over. I profile
an example in the book—Giant
Spoon. They’re an ad agency
that will never make an ad.
Instead, they create immersive
experiences that bring brands
and customers together in
unforgettable ways. Now that’s
a rebellion.”
If you’re in a position to
make change, get comfortable
with trying approaches that are
unfamiliar and more difficult
to measure. The key theme is
experimentation. The rebellion
started with empowered
consumers, and now we, as
marketers, need to embrace and
understand it in order to leverage
it. Today, the goal is to get invited
to conversations and immerse
our brand in them instead of
letting them pass us by. As Mark
Schaefer says, “This requires an
entirely new perspective on what
we’re doing, how we’re doing it,
who’s carrying our story, and how
we measure success.” ■

Meet Our Winning
Guest Designer:
Darren Shaw
ShawDraw
Originally from Miami, Florida, Darren is a graduate of the University of Florida. He
has lived in Marietta, Georgia, with his wife and two sons for the past 25 years. In
2001, Darren left a Creative Director’s position at an Atlanta marketing agency to
work as a freelancer so that he could spend more time raising his sons. Darren is
an accomplished designer/illustrator and has worked with such clients as Kelloggs’,
Xbox, Starbucks, and Waffle House, just to name a few. From logo design, packaging,
illustrating children’s books to even designing cars for NASCAR, he’s enjoyed a very
diverse body of work. To see more of Darren’s work, check him out at www.shawdraw.
com or contact him at darren@shawdraw.com. He’d love to hear from you!.
SPRING 2019
IDEAS FOR MARKETING AND CREATIVE PROFESSIONALS
CONGRATULATIONS
TO OUR OTHER
FINALIST!
Tatyana Taylor
WestRock
Congratulations!
winner
photo Cover Design
here
Contest Winner:
Tatyana Taylor
#2019Pantone
ColorOfTheYear
#LivingCoral
Hi! My name is Tatyana Taylor. On a day to day basis, my bright and bubbly
personality shines through in my position as a Graphics Coordinator with
WestRock and as a recent Graphic Design BFA recipient from Georgia State
University. I enjoy being able to assist various customers to help prepare their
graphics for press. It’s great to see how my role fits in the bigger picture that
a paper and packaging company like WestRock has to offer. I love seeing
how various art formats can be transformed in so many ways.
Thank you to all of our guest designers who sent entries for our cover design contest!
Thank you to our readers for voting!

PRINT AND PAPER:
Stand Up and
Take a Bow!
Atlanta Permit Templates
Drummond PRSRT STD
5664 New Peachtree Rd
PAID
Atlanta, GA 30341
U.S. POSTAGE
ATLANTA GA
PERMIT NO. 1084
Jacksonville Permit Templates
PRSRT STD
U.S. POSTAGE
PAID
JACKSONVILLE FL
PERMIT NO. 4390
NONPROFIT ORG.
U.S. POSTAGE
PAID
ATLANTA GA
PERMIT NO. 1084
NONPROFIT ORG.
U.S. POSTAGE
PAID
JACKSONVILLE FL
PERMIT NO. 4390
FIRST-CLASS MAIL
U.S. POSTAGE
PAID
ATLANTA GA
PERMIT NO. 1084
FIRST-CLASS MAIL
U.S. POSTAGE
PAID
JACKSONVILLE FL
PERMIT NO. 4390
FIRST-CLASS MAIL
PRESORTED
U.S. POSTAGE PAID
ATLANTA GA
PERMIT NO. 1084
FIRST-CLASS MAIL
PRESORTED
U.S. POSTAGE PAID
JACKSONVILLE FL
PERMIT NO. 4390
P
U.S. P
AT
PERM
P
U.S. P
JACK
PERM
In North America,
PAPER IS
RECYCLED more
than any other
commodity.
Source: Twosidesna.org
Customer experience
is everything!
We provide solutions for:
• Wide Format
• Commercial Print
• Digital Print
• Direct Mail
• Promotional Products
• Web to Print
• Warehouse, Fulfillment, and
Distribution
CERTIFICATIONS:
• FSC
• G7 Master
• PEFC
• SFI
770-426-9100
Drummond.com
PRSRT STD
U.S. POSTAGE
PAID
DRUMMOND
NONPROFIT ORG.
U.S. POSTAGE
PAID
DRUMMOND
The pulp, paper and print sector is
one of Generic the Permit lowest Templates** industrial emitters
PRSRT STD NONPROFIT ORG. FIRST-CLASS MAIL
U.S. POSTAGE U.S. POSTAGE U.S. POSTAGE
at 1% of the world’s greenhouse
PRESORTED
PAID
PAID
PAID
gas emissions.
**Type information needed on Line 4: Text should include “CITY, ST” of the P
**Type information needed on Line 5: Text should include “PERMIT NO.