Brand Strategy Archives

Marketing vs. Brand? Do You Know the Difference?

Posted on May 15, 2016July 18, 2025 by Tracy Lloyd

Marketing vs. Brand

People are sometimes confused about the difference between marketing vs. brand strategy. This is not surprising, because they are not mutually exclusive ideas. They are interdependent strategic activities that feed, inform, and drive each other. The important distinction to make is in the intent and desired outcome of each area.

Brand

Brand defines how people should ideally feel about your business and products. It strives to find how to optimize belief in what you do offer and what you stand for in the world. It is an abstract idea held in the hearts and minds of people who have a connection to your business, either as customers, partners, suppliers, or employees. One way to think about brand is as a “promise delivered”. As such, brand strategy is about defining that promise and explaining how it can come to life.

Marketing

Marketing is about identifying, anticipating, and satisfying customer requirements profitably. It defines the market to be served and the best routes to that market. It informs product development. It defines the price of the product and how and where it is to be promoted. As such, marketing strategy is an assembly of tactics that are very rational and tangible in nature, and highly measurable.

There is overlap between the two disciplines, because the best brand strategies are informed by strong marketing strategies, and the best marketing strategies are driven by strong brand strategies.

Another distinct difference between brand and marketing is their relative scope. Marketing is a highly focused activity that is principally outer-directed. Brand is a broad concept that conceivably touches everyone connected to the brand, both internally and externally. Indeed, the brand’s promise is realized when product development, manufacturing, finance, customer service, HR, and marketing are all being inspired and driven by the brand promise.

The best leaders appreciate both the differences and the synergies of brand and marketing. They recognize the outcome of their brand strategy as a promise the organization will strive to keep, that will help create a brand that is respected, admired, and valued. They see the outcome of their marketing strategy as a set of tools that will actively turn that promise into profits through interest, appeal, and differentiation.

When dealing with brand and marketing strategies, remember it’s not a case marketing vs. brand strategy, and its not “either/or”, but of “both/and”. One cannot work without the other. Each needs to be developed in a focused way, while being fully aware of, and respectful to, each other.

For additional information on our services, including both marketing and brand strategy, take a look at our solutions page.

Emotive Brand is a San Francisco branding agency

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Why Digital Health Brands Need a B2B2C Strategy

Posted on May 5, 2016August 1, 2025 by Paige Lansing Valle

B2B Digital Health Brands

Healthcare brands can never be too sensitive, too thoughtful, or too careful. B2B digital health brands need a brand strategy that addresses the needs and challenges of real people with real health challenges. It’s important to remember that no matter what your company offers, in B2B there’s still a person at the end of the line, not a faceless entity. As consumers have more and more information about healthcare through mobile applications and online resources, the demand for people-centric health brands is becoming stronger by the minute. A B2B2C strategy will make your brand more relevant and meaningful to both the businesses you sell to and the people who ultimately benefit from your product or service.

Build a Persona Map.

Before embarking on any business or brand strategy shift, it’s important to really know who your key audiences are and to be able to prioritize them. Whether you are targeting payers, providers, employers, or consumers, building a persona map helps ensure your brand is relevant to those that are most important to your success. Identify the needs, pain points, motivations, and expectations of the people you need to reach. Although your brand may sell to businesses, there’s a Benefits Manager, a Chief Medical Officer, a VP of Population Health, or Vendor Evaluator you’ll need to create a relationship with in order to be successful. By personifying your target audiences, you might find that their needs aren’t all together that different from those of consumers. Your key audience is likely looking for an effective healthcare solution that’s affordable and easy to use, just like the rest of us. After all, we’re all just people at the end of the day.

You Can’t Be Everything to Everyone.

In digital health, your business clients need to understand both your B2C and B2B value proposition. The business messages need to include things that they care about: return on investment, data capabilities, cloud services, trends, and insights. On the other hand, consumers care more about, and are more focused on the end goal of living a healthier life. Your brand can’t be everything to everyone. A B2B2C brand strategy enables the brand to express its narrative to all audiences in the most appropriate ways. It uses brand-level messages to speak to the big picture aspirations of people. Meanwhile, your B2B messages become more effective when focused on the product or service offering that your sales team can take to market.

Shift Your Brand Strategy Toward People.

Targeting your brand-level messages on the needs, motivations, and aspirations of people means connecting your brand narrative and visual identity to those people as well. A B2B strategy that focuses on actual people is inherently more meaningful because it empathizes with their real healthcare challenges. B2B brands with a B2B2C strategy create a strong emotional impact and, in turn, are more relevant to the people with the most influence: consumers.

And You’ll Create Value for Businesses AND Consumers.

Remember, in healthcare it’s consumers who call the shots. Whether your organization is offering a digital health software platform, a medical device, healthcare data, an app, or wearable device, it needs to connect with real people. Adapting a B2B2C brand strategy will impact your business by making emotive connections to both the businesses you sell to and the individuals who ultimately choose to use it. By shifting your B2B strategy toward people, you will create a more emotive brand that businesses will latch on to.

Emotive Brand is interested in talking with digital health brands about developing more meaningful brand strategies. If you would like to learn more about our work and experience, contact us here.

Emotive Brand is a San Francisco brand strategy firm.

Why Law Firms Need Brand Strategy

Posted on April 22, 2016August 6, 2025 by Tracy Lloyd

Consulting Firms are brands too

Within professional services and consulting firms, there’s very little that distinguishes one brand from another. Practice areas and services all lead with the same claims: excellent client service, tailored solutions, and global reach. So much similarity makes all consulting firms blend together. Taglines echo. Logos mirror each other. Marketing copy follows the same jargon. Ultimately, they become indistinguishable.

As the shift to a buyer’s market solidifies, competitive rivalries intensify. It’s no longer enough for a firm’s identity to be solely linked to overall profitability or arbitrary rankings. In order to truly compete, more attention needs to be paid to differentiation of values, POV, and behavior to make a firm stand apart.

For most consulting firms, business development depends on the individual star power of partner personalities. Though these individuals may represent the firm’s larger brand, the specific behavior, image, attitude, and message they portray can vary significantly. While clients may feel attached to these individuals, the firm’s reliance on inconsistent personal brands over its greater brand presents an inherent barrier for long-term growth, retention of talent, and overall success.

A purposeful brand strategy helps consolidate all the personal brands into one global brand identity. Here are four things to consider when building a brand strategy for your firm.

What is the overarching brand story?

Everyone within the firm – from the most senior partners to the office administrators – need a consistent brand story that clearly communicates why the brand matters. By laddering up the brand stories of individuals into one global brand story, the brand becomes stronger, more reliable, more resilient, and more respected.

Evaluate a go-t0-market strategy that addresses the top target audiences.

Explore the needs, motivations, pain points, and expectations of your target audiences and go to market with a strategy that speaks directly to them. Brands that make an emotional impact on the people most important to the brand’s success create long-term appeal and loyalty.

Develop an internal behavior guide.

When people at all levels of a firm understand how to live and breathe the brand promise throughout their everyday behavior, the brand promise becomes a reality. A guide can help everyone within the firm get aligned and unified, moving forward as the best and most consistent advocates of the brand.

How does the firm want to make people feel?

Successful brand strategy revolves around understanding how your brand makes people feel. Aligning the feelings your brand evokes through your brand’s the voice, messaging, narrative, and visual identity will make your firm more meaningful to the people who matter.

When a firm mobilizes with a purposeful brand strategy that informs and guides the behavior of every person in every office, the brand will stand apart as a top choice for clients and talent alike. Investing in your brand strategy is the most valuable investment your firm will make.

Emotive Brand is a brand strategy firm.

Fast Forward Your Startup: Agile Strategy for High-Growth Companies

Posted on April 21, 2016August 1, 2025 by Tracy Lloyd

A new approach for supporting high-growth companies

We work and compete in a fast-moving world, driven by an accelerating pace of technological and social change. The markets we compete in shift quickly, competition intensifies, and expectations rise. Flux is the new normal. This increases the pressure on high-growth companies and brands to evolve and implement strategies in shorter and shorter time frames.

As a brand strategy firm, we discovered that many of our high-growth companies, especially those operating in crowded, in-flux categories, needed a much more agile approach to addressing the changing dynamics reshaping their markets and business. To meet these needs, we developed Fast Forward. Fast Forward is a four-week process that focuses on the challenges your brand, team, and business face, prioritizes them, and gives you the tools to address them.

Fast Forward is an agile set of strategy development frameworks, tools, and practices designed to empower learning, gain superior return on capital, and accelerate implementation. It’s a more flexible process for overcoming the barriers to successful, timely activation of strategy. Fast Forward does exactly what its name suggests: moves your business forward, and moves it fast.

Your Fast Forward engagement is completely customized to your situation. The deliverables are defined by the challenges and opportunities you face and the strategic outputs you prioritize as most important.

The speed and power of Fast Forward stems from its format and focus. Step one is Immersion: a week-long intelligence gathering and analysis phase. Week two is On-site : our team working in partnership with your core team to diagnose your key challenges, selecting the most pressing needs to focus on, exploring options, and then aligning around and work collaboratively to refine strategies, actions, and communications to achieve those objectives (it is intensely iterative). Weeks three and four are focused on producing the deliverables, which are finished at the Emotive Brand studio.

At the end of the four-week engagement, your team will hit the ground running with renewed strategic clarity and the agreed upon market-ready strategic elements to achieve the transformations essential to creating durable value and returns.

The interior of the diagram represents the iterative process during the On-site Phase.

The goal of Fast Forward goes beyond just solving problems; it identifies new strengths with the potential to accelerate your performance by generating new levels of coherence and coordination among your activities, resources, and people. All too often we’ve seen that the 30,000-foot views of strategy do not succeed without successful on-the-ground execution. Such execution requires the commitment and belief of leaders and implementers.

Fast Forward involves your team throughout the process to ensure alignment and gives you a new cohesive approach to strategy and implementation.

Is it time to Fast Forward your business? Are you a high-growth company looking to make an immediate impact?

Contact Tracy Lloyd, Emotive Brand Co-Founder to discuss how it we can help your business thrive.

Emotive Brand is a San Francisco strategy firm.

CEO’s Perspective on The Value of Branding and Strategy

Posted on April 6, 2016July 24, 2025 by Tracy Lloyd

A CEO’s perspective on the value of branding and strategy

At first glance, “empathy” feels like a strange word to use in connection with a business like Central Valley, a building and agricultural supply company serving Northern California’s wine country and surrounding areas. But in recent years, building a culture based on empathy – the ability to relate to customers and to one another – has been a cornerstone of the Central Valley strategy under the leadership of third-generation owner and CEO Steve Patterson.

Steve has worked at the family business since the mid-1990s, shortly after his father passed away. It wasn’t Steve’s first job. After attending Pomona College in Southern California, he worked in San Francisco for an insurance carrier and then in Mexico for a company importing and exporting building materials (where he met his future wife; they now live in Winters, California with their seven children). But when his father passed, he decided to come back to Napa Valley to help his mother keep Central Valley alive and plan for the future.

Central Valley has become his career, and Steve is committed to creating a brand and culture that will serve customers and attract the kind of people who can help Central Valley continue to thrive.

When you decided to become part of the family business, were you prepared to run the company?

Not at all. Central Valley already had an outside advisory panel and I had a personal mentor who told me “You’re not ready to be CEO yet.” The idea was that I would work in several parts of the business to learn the basics, so I spent time in Operations, Sales, and General Management before taking the role of president.

The first two years, Central Valley enjoyed the benefit of a good economy, and then the economy turned south and so did our business. The great lesson for me from that time was that you can’t take all the credit when things are going well, and you don’t deserve all the blame when things are going badly.

Even that didn’t prepare you for the implosion in the residential real estate business – the Great Recession – did it?

Absolutely not. We were growing well in the early part of the decade. By 2005, sales were around $110 million. But by 2009, that figure had dropped to about $40 million. Managing through that downturn required a tremendous amount of fortitude, and I had to make some difficult and unpopular decisions.

Sometime in 2010, we believed things were on the way up again, and I started to explore some ideas around strategic execution – not strategic planning, but execution. One of the challenges we decided to tackle was to reinvigorate the brand. The idea was to reassess who we are and who we want to be. We decided to do this from the perspective of our customers, who include professional builders and contractors as well as the broader communities we serve.

We created an internal team to help us find a branding agency and met with several branding firms. The process of agency selection was very instructive. We learned what exactly we were looking for and how branding works, which had never been systematically addressed during Central Valley’s history.

And you found Emotive Brand. What did you like about their approach?

Tracy and Bella are a really dynamic team, and their agency was right in the sweet spot in terms of size for Central Valley. We felt that our business really mattered to them, and we were confident we would get some solid thinking from Emotive. And we immediately liked the EB approach that stressed the behavioral as much as the visual.

But I’ll tell you what really resonated with me: the notion of empathy. Empathy is really useful for every stakeholder, from customers to vendors to employees. Central Valley is essentially a family business, and I’m sure I know by name the vast majority of our regular employees. Every person here is important to the business and it’s vitally important that everyone understand how empathy can apply to our various roles. We have to relate to one another and be able to relate to customers.

When we started focusing on empathy, we started to ask questions like, “Who are the right customers for Central Valley?” Whether we knew it or not, this was a really deep concept for us. We can’t please everyone, but we should work hard to please the customers who matter most and whose business we want over the long-term.

Emotive Brand constructed a new visual identity for Central Valley, and you’ve implemented it broadly. What about the behavioral side? What about your company’s promise, “Making the next moment truly matter”?

We are always looking for ways to go beyond what is needed, wanted, or expected. I look for opportunities to reinforce this component of what our brand stands for all the time. For example, we have bi-weekly “Brand Aids” sessions – short meetings with employees where we explore the emotional impact of what we’re doing, and how it works in practice. That way, employees can see and hear – and understand – how a concept like empathy fuels our work and what it means day to day.

We work on specific behaviors. I’ll give you one example. In many countries, like Mexico for example, it’s common for employees in shops to offer a simple a “good morning” or “good afternoon” when a customer walks into a store, but this is not as widespread in the States. We’ve talked about how a simple “good morning” or other genuine inquiry to the customer functions as an acknowledgment that the customer is there. It’s a way of inviting them to ask if they need help without putting them on the spot.

We also have annual “One Team” all-hands meetings. These are real celebrations of our people and our values. We choose one of our five locations, bring everyone in, show everyone some of the innovations we’ve added to that site, and give people a chance to meet and share experiences. This is a “show, don’t tell” kind of event, and it really instills empathy company-wide.

Right now, we’re in the process of reconfiguring the way we hire people, to get the right folks with a natural sense of empathy and with a helpful, team-oriented mentality. Instead of infusing hires with our approach, we want to hire those who have our approach in their DNA.

What’s your mood these days about Central Valley?

I am very positive and very optimistic about where Central Valley is today and where it’s going. We did an employee survey recently and got very high scores from our people – and we posted every single comment, 28 pages of them, in the break rooms. We’re also planning for the long-term with an initiative we call “Vision 2020,” which is informed by the branding foundation we have laid down.

And we are doing something different. We made a recent hire from a competitor. He had been with that competitor for 22 years. While at his former company, a colleague of his told him to check Central Valley out as “there’s something interesting going on over there.” On his first day with us, he told one of his new colleagues that the things he has seen at Central Valley just wouldn’t have happened at his old employer. What he was referring to was the culture and the way we do business. We’re doing something different and we’re doing something right.

Read the case study for Central Valley.

Emotive Brand is a San Francisco brand strategy and creative firm.

Time to Reconnect Your B2B Brand to Your Bottom Line

Posted on March 9, 2016August 6, 2025 by Tracy Lloyd

Is your B2B brand disconnected from your daily operations?

Do your senior executives consider your brand as they make decisions, sell to clients, hire staff?
Are your employees able to draw from your brand the inspiration and motivation they need to be effective and gratified in their work?
Do your partners know enough about what your brand is trying to achieve to offer the best possible assistance?
Are your investors believing that your brand is building value for them?
Do your customers resonate with your brand in ways that distance you from your competition?

If your brand is simply a logo and two word slogan, good luck.

If your brand is a document buried deep inside your system, good luck.

If your brand is someone else’s responsibility, good luck.

If your brand is weak, misunderstood and unappreciated, good luck.

On the other hand, if your brand starts to reach out and connect to people in meaningfully ways, if your brand’s behavior begins to make people feel that you are a special and valued partner, and if everyone in your firm starts to embrace and be led by your brand’s meaning…

Your senior executive will make smarter, more profitable decisions
Your employees will work more eagerly and with greater satisfaction
Your partners will go out of their ways to help you
Your investors will sleep at night
Your customers will be loyal advocates of your brand

Meaning for your B2B brand flows from having a clear, concise and compelling “why” that works to make your brand personally relevant to people.

When coupled with a behavior that makes people feel special every time they interact with your brand, this meaning becomes emotionally important to them.

These two factors change the way people think and act with respect to your brand – and this new behavior connects directly to your bottom line.

This is the role of emotive branding.

It takes tired, neglected B2B brands and makes them bottom-line contributors.

Emotive Brand is a B2B branding agency.

Workplace Behavior Helps Brands Compete

Posted on February 24, 2016July 21, 2025 by Tracy Lloyd

Brand strategy that is not activated meaningfully within an organization can fall flat. The best way to ensure employees know how to bring a new brand strategy to life and live its brand promise is to develop a strategy for addresing workplace behavior.

When we set out to build our methodology for brand strategy, we had two bold objectives in mind:

1. Reduce the emotional distance between people and brands, to make lives more meaningful, and brands more successful.

2. Go beyond simply stating a meaningful ambition for brands, by showing the executive team, the management, and every employee how their behavior influences the brand’s future.

Workplace behavior has become an interesting and powerful differentiator for us. Clients see it as a welcome road map to greater success. Here we explain what we mean by workplace behavior, what it comprises, and why it is so important to successful brand transformation.

What is workplace behavior?

Think for a moment about another person who works in your company. It can be anyone, for example, someone in the C-suite, a product designer, a customer service rep, a sales person, someone in marketing, or a recent recruit. What role will they play in the shaping the brand’s meaningful connections? How does their attitude, ambition, and sense of purpose add to, or distract from, the brand’s success?

We believe everyone within an enterprise plays a role in transforming the brand. Clearly, there are many individuals who play significant and critical roles. These are the people who lead the firm and those who interface directly with customers, partners, suppliers, community leaders, the press, etc.

But meaning isn’t exclusively created by these highly visible individuals. Indeed, meaningful connections grow out of the intent and nature of every interaction within the organization. It is a function of the collective behavior of the organization to create meaning. As such, meaning is realized when the brand’s ambition filters into every conversation, decision, product design, customer service experience, etc., etc.

Indeed, a meaningful workplace culture is self-propagating. Every ounce of energy an individual adds to the shift toward meaning is multiplied as it resonates through the many people the brand touches. Over time, meaningful behavior becomes infectious as meaningful actions, gestures, and messages permeate the culture. Each exposure builds upon the last, causing people across the organization to react through new meaning-shaped behavior.

What comprises brand behavior?

The brand behavior document that we create aims to generate this collective energy by helping people across the organization see the role they can play in bringing the brand’s meaningful ambition to life. It does not tell people what they should do, but rather aims to inspire them to modify their own approach to their daily work.

By showing people how to change their attitudes and mindsets, we are able to help them find their own place within the brand’s meaningful ambition. By knowing how they want to make people feel about that ambition, they better understand how to tailor their individual attitudes and actions in ways that they find comfortable, are happy to do, and which leaves them feeling gratified.

This human and empowering approach helps employees more readily internalize and embody the brand’s meaningful ambition. Rather than seeing it as more work they “have to do”, they feel it’s a way of working that they “want to do”. When leaders regularly and actively recognize and reward meaningful shifts, employees feel more aligned to, and gratified by, their work culture.

What are the business benefits of meaningful workplace behavior?

The return on meaning can be very significant. Meaningful connections are all about reducing the emotional distance between the business, and the people important to the success. By dramatically increasing their personal relevance and emotional importance, meaningful brands change the way people think, feel, and act.

This change in dynamic operates on two levels. First, internally the advent of meaning in the workplace culture leads to greater employee engagement, collaboration, and innovation. People see more reasons to be engaged, because they feel that they’re a part of something bigger than before. Meaningful workplace cultures are, by definition, platforms for collaborative working, as all levels of employees better understand their big objectives. A meaningful ambition is the ideal trigger for new thinking, ideas, processes, and innovative products.

Second, externally customers and prospects quickly perceive a shift in the experience they have dealing with the brand. Because this shift reflects an intention of the brand to play a more important and valuable part in their lives, they are naturally drawn to it. They see the brand in this new light and allocate greater levels of preference for the brand. They also are more likely to recommend the brand, and defend it when others question its value.

Beyond customers and prospects, the external effect of a meaningful ambition, actuated through workplace behavior, extends to partners, suppliers, communities, the press, and so on. All these parties are more interested in, have affinity with, and hold respect for the brand.

Great brands make people feel something unique and special

There are many reasons to set a meaningful ambition and to create workplace behavior that makes it a reality in every moment. Brand strategies that do not go as deep will not address the underlying problems that your brand faces in the 21st century.

By focusing on a single idea, and helping everyone inside and outside the organization see it as personally relevant, individually actionable, and emotionally important, an emotive branding strategy will help your brand make the important shifts and transitions it needs in order to thrive in our fast-changing world.

Of course, just getting our workplace behavior recommendations is only the start. The benefits of a meaningful workplace culture will only flow once senior leadership, management, and employees all embrace its ideas and ideals.

Meaning doesn’t come automatically, but when it comes, it pays back handsomely.

For more information on emotive branding and our methodology

Download White Paper

Emotive Brand is a San Francisco brand strategy firm.

How Do You Define the Purpose of Your Business?

Posted on February 12, 2016 by Tracy Lloyd

Seeing Profit as a Consequence, Not a Purpose

Like many, you probably default to saying, “To make profits”. And while that is certainly an aim of every capitalistic enterprise, it falls short as a useful and motivating driver of an enterprise. Too great a focus on profits draws attention away from the triggers of success in today’s world.

Continue reading “How Do You Define the Purpose of Your Business?”

Brand and Marketing? What’s the Difference?

Posted on February 10, 2016 by Tracy Lloyd

Brand and Marketing?

Leaders are sometimes confused about the difference between brand and marketing. This is not surprising, because they are not mutually exclusive ideas. They are interdependent strategic activities that feed, inform, and drive each other. The important distinction to make is in the intent – and desired outcome – of each area.

Brand Strategy

Brand strategy defines how people should ideally feel about your business and products. It strives to find how to optimize belief in what you do offer, and what you stand for in the world. It is an abstract idea held in the hearts and minds of people who have a connection to your business, either as customers, partners, suppliers, or employees. One way to think about brand is as a “promise delivered”. As such, brand strategy is about defining that promise and explaining how it can come to life.

Marketing

And the difference?

There is overlap between the two disciplines, because the best brand strategies are informed by strong marketing strategies, and the best marketing strategies are driven by strong brand strategies.

When dealing with brand and marketing strategies, remember it’s not a case “either/or”, but of “both/and”. One cannot work without the other. Each needs to be developed in a focused way, while being fully aware of, and respectful to, each other.

For additional information emotive branding — our brand strategy methodology, please click below:

Download White Paper

Emotive Brand is a San Francisco branding agency

The CEO Challenge – Turning Corporate Vision Into Reality

Posted on February 2, 2016January 31, 2025 by Tracy Lloyd

The corporate vision statement

We’ve written before about the gaps between what business leaders believe and what their employees think when it comes to the company’s corporate vision and values.

Today we’d like to explore another gap. This is the gap between what the CEO sees as the company’s vision, and what employees are doing to help achieve that vision – often referred to as the Corporate Vision Statement.

In some cases, the gap exists simply because employees haven’t been informed of the vision.

As such, they are left to their own devices, pulling the company and its brand strategy apart because they don’t know how or why they’re meant to keep it together.

In other cases, the gap exists because the vision was delivered to the employees in a way that left them feeling less than enthusiastic.

Delivered in an alienating “corporate” way and not in a meaningful “human” way.

It therefore did not enchant, inspire or engage the employees.

It simply did not matter to them.

It literally “went in one ear and out the other”.

We help our clients turn their vision into a meaningful reality.

We get corporate visions to matter to employees, and employees align to the vision.

We do this by translating the “corporate vision” into a credible and meaningful “human ambition”.

We make the vision both personally relevant and emotionally important to employees.

They come away not only with a clear idea of what they need to do, but also with a profound sense of why they should help the company achieve its vision.

As result they are motivated to propel the company and its brand to a more meaningful position in the world – a position defined by the CEO’s vision and tempered by an understanding of what it takes to get people to care in today’s world.

Have you been involved in any programs where this has been executed well? If so, we’d love to help.

If you have a “corporate vision” that has not yet been articulated into a meaningful brand narrative that employees can rally around and believe in, let us know. We can help!

You might enjoy reading more about our ideas around Brand Promise by visiting our blog.

We are launching a new solution entitled “Path to Purpose”. This is a 6-week program that was developed for senior leadership teams to get aligned around the value of a corporate purpose statement, how to articulate it, what it means to your business, and how it can align your entire organization around it meaningfully. If you are interested in learning more please contact Co-Founder, Tracy Lloyd.

Emotive Brand is a San Francisco brand strategy firm.