Kinesis

Bold Moves: How to Make the Audacious Decision

Anja Taylor — Fri, 25 Aug 2023 16:03:29 +0000

Last time on the Kinesis blog, we explored what it means to be bold in business — as a way to expand horizons, change perceptions, and foster new connections.

And at the end of the day, boldness is defined by our actions: Casting a clear vision, making big decisions, and taking risks. These trailblazers, who dare to venture into the unknown and challenge the status quo, are the ones who drive monumental change.

In other words, they are the architects of "Bold Moves."

What drives bold moves in business?

Business landscapes are constantly shifting — evolving with each new trend, technology, and global event. In such an environment, staying in your comfort zone might feel like the safest option, but it can actually lead to stagnation and missed opportunities. Embracing change, taking calculated risks, and pursuing uncharted territory are the hallmarks of visionary leaders who make bold moves.

Focus on what you can control, now.

Meet David Kahl, ergonomics industry pioneer and founder of the office furniture maker, Fully. In 2019, David was on top of the world: He’d spent 13 years growing Fully to $54mm in revenue, all bootstrapped — and had completely disrupted the industry with ergonomic, sustainable, and beautifully designed office furniture. He then sold the business to the largest office furniture company in the world, and looked forward to watching his legacy continue to grow and thrive.

That is… until the acquiring company shut Fully down. Suddenly, his legacy — the brand David had nurtured and saw as his mark on the world — came to an abrupt and cataclysmic end.

But from those ashes emerged a profound realization: David's legacy wasn't confined to a brand or a balance sheet. It was nestled within the "how" and "why" of Fully — the audacious decisions, the right actions taken, and the lasting impact on people's lives. Fully disrupted the ergonomics industry, compelling even competitors to reevaluate their environmental practices. It offered a workspace that celebrated diversity, innovation, and individuality. Through David’s vision, Fully became more than just an office furniture company, but a launching pad for human potential.

Legacy isn't a distant aspiration, but the sum of the choices made in the present moment, where we wield true control. It's about embracing the now, where bold moves are born, and surrendering the rest to the unpredictable currents of time.

Address your industry’s biggest challenges head-on.

Helen Anderson, the visionary force behind HelloCare, understood the power of a bold move when she set out to revolutionize the senior care industry — by giving aging seniors independence in their own homes.

But caregiving requires caregivers… and the healthcare industry is notorious for abysmal employee engagement and retention. The average annual turnover rate for senior living facilities is a whopping 128% — with some facilities reporting rates as high as 300%. (Imagine needing to replace your entire staff…. not once, but three times in a given year.)

For decades, this has been accepted as an unfortunate inevitability in senior care — not only increasing expenses (in recruiting, training, and the opportunity costs of lost expertise), but also leading to lower quality care for seniors themselves. Helen recognized what others didn’t: that an engaged staff means long-term continuity of care relationships and health outcomes… so engagement is worth investing in.

Helen built a company that fosters resilience for some of our most vulnerable populations — including not only senior clients, but also its own workforce. Many of her employees are single mothers, often without college degrees and with limited financial prospects — so she seeks to elevate their lives beyond the workplace. In addition to paying her team well, she’s also built a culture around personal growth and giving them the tools to build financial stability.

As a result, HelloCare’s turnover rate has dropped below 20% — an achievement unheard of in this space — but Helen won’t stop until this becomes the industry standard. She envisions a world where this work is not just about providing care, but empowering lives.

And none of that would be possible if she’d just thrown up her hands and accepted this industry-wide challenge as unavoidable.

Dare to defy categorization.

With the world facing an urgent climate crisis, it’s hard to overstate our need to reduce our carbon emissions… nor the enormity of that task. But Garrett Benisch co-founded OurCarbon with the audacious goal of reducing carbon emissions at scale.

OurCarbon harnesses the power of biomaterials to create sustainable production materials from previously overlooked sources — biosolids, food waste, and more — transforming them into finished goods, apparel, and accessories.

The uniqueness of Garrett's challenge lies in the absence of an existing category. He dares to promote a material that defies classification, one that the market has yet to fully comprehend or embrace. Just as Ford needed to frame the car as a horseless carriage to make it relatable, Garrett navigates the complexities of introducing an innovative material by establishing connections to what was once familiar.

This resonates deeply with any of us who are trying to offer something better to the market for which there is no PO, no budget line item, no routine Google search.

Ready to make a bold move?

What does it take to make bold moves in business? Bold moves aren't reserved for the select few; they're a choice available to every visionary leader ready to seize it. It's not about blindly jumping into the unknown; it's about calculated risk-taking, strategic thinking, and unyielding determination.

These bold leaders—Helen Anderson, David Kahl, and Garrett Benisch—are not outliers; they are a call to action. Their stories illuminate the path to reimagining industries, redefining legacies, and addressing global challenges head-on.

If you see a little of yourself in these stories, you won’t want to miss the Catalyst Summit on September 7-8. You’ll hear from David Kahl, Helen Anderson, and Garrett Benisch, as well as a number of other speakers and panelists taking bold steps with their businesses — including how it worked out, what’s yet to be determined, and where to next.

But space is limited, so be sure to claim your spot!

Join us for Catalyst 2023!

SEPTEMBER 7-8

PORTLAND, OR

Learn More

The post Bold Moves: How to Make the Audacious Decision first appeared on Kinesis.

Bold Type: When Avoiding Risk is Risky

Anja Taylor — Thu, 20 Jul 2023 18:22:57 +0000

Who doesn’t love a good business success story? The kind with a challenge so daunting, it takes a special kind of leader to overcome it. She uses her ingenuity and willpower to see the problem in a different light and charges a new path forward. Those efforts compound and inevitably lead to the remarkable company we see in headlines today.

That story, while captivating, is usually far from the truth — it suggests a clear, visible path to success that doesn’t exist, and misses the perspective of the leader doing the work in the moment. What seems inevitable in hindsight is highly questionable at the outset. The fact is, when you’re setting out to do something different, things usually seem chaotic, unpredictable, and risky.

Yet, these leaders move forward, often going against conventional wisdom or the more familiar and comfortable status quo. They draw strength from conviction and a deep desire to see change happen. They turn that energy into courage to act, without knowing what the outcome would be.

We call these daring leaders Bold Types.

What does it take to be bold in business?

In times of uncertainty, it’s easy to seek comfort in the knowns. But in business, that sense of security often comes at the expense of innovation. (In other words, avoiding risk can be risky in itself.) So, how can leaders embrace the unknown and uncomfortable and challenge the status quo in a way that brings them closer to their vision?

Play The Long Game

Is there any challenge as daunting and complex as wealth inequality in the United States? On average, white households have a net worth 4x greater than that of Black or Hispanic households… even though they only comprise 64% of the population. Generational wealth perpetuates this pattern — but when asked how to address it, many would throw up their hands.

Karla Trotman, on the other hand, sees this as an opportunity. Karla is the President and CEO (and second-generation owner) of Electro Soft — the nation’s largest Black-owned electronics manufacturing and engineering firm. She sees small businesses as crucial structures of economic stability, empowerment, and wealth creation for our nation’s most marginalized groups… which is why she is working on changing the status quo for black business owners and black women entrepreneurs in particular.

By definition, Karla is a Bold Type: More than 6 of 10 U.S. businesses are owned by men, and 86% of company owners are white. Karla is on a mission to share her experience and expertise to help black women build their businesses into engines of growth and prosperity that affect structural change.

Such a far-reaching transformation will take many leaders working towards increased equity over time. But as the Chinese proverb goes, “The journey of a thousand miles starts with a single step”. Bold Types like Karla know that it’s the consistent, seemingly small efforts that produce results in the long term.

Keep Moving

The skilled trades have had a rough few years: Baby Boomers retiring at a rate of 10,000 people a day brought a decade-long talent crisis. Supply chain issues left many scrambling to keep up with demand. Lead times were long, projects were understaffed… and then came a global pandemic.

In situations like these, many business leaders would be inclined to proceed with caution. To grit their teeth, hunker down, and hope that things eventually returned to equilibrium. But Deven Paolo knew better. Deven is the owner and President of Solid Form, a custom metal fabrication business in rural Oregon — and he used every new obstacle as an opportunity to learn and pivot. When faced with recruiting challenges, he worked to bridge the gap between education and business (an idea that landed him on the TEDx stage). When the pandemic upended his industry, he completely reinvented his business model. At every turn, he found ways to press forward rather than standing still and accepting the status quo.

Sometimes “pressing forward” actually meant taking steps back. Other times, progress felt more like trial and error than a straight line. But that’s where learning happens. And what Deven (and all Bold Types) knew was that growth, progress, and innovation rarely come from a “wait and see” attitude. In fact, the opposite is usually true: the mark of a successful business is to keep moving.

Stand for Something

Then again, consistently moving forward requires energy. Lots of it. How do you maintain enough perspective to play the long game, or stay motivated enough to keep moving — especially when it feels like the universe is conspiring to make you fail?

Another thing all Bold Type leaders have in common? They’re fueled by their vision of a better future.

For Anna Ready, that future looks like empowering humanity and creativity in an industry known for risk aversion and compliance. Anna is the founder and CEO of Accrew — an outsourced bookkeeping company. Perhaps unsurprisingly, that’s a space known for transactional services and high employee turnover. But Anna was inspired to challenge that industry paradigm and create a culture where people feel free to be themselves, ask questions, and share mistakes.

That commitment to a great employee experience hasn’t been easy — and in fact, at times it’s even had to take priority over the financial or operational needs of the business. But all good values require sacrifice. And what Anna understands is that Bold Type leaders stand for something. Their convictions give them the energy to keep pursuing their path, even through challenges.

Are you a Bold Type?

Being bold in business means taking calculated risks and being willing to try new things. It means not being afraid to fail and learning from your mistakes. It means being proactive and taking action, rather than waiting for opportunities to come to you. What is “bold” isn’t always the most brazen, provocative option: Sometimes it’s bold to turn down an alluring offer, or to stay on your current path when it would be easier to chase a shiny object.

In short, Bold Types are driven to build something bigger than themselves.

Does that sound like you? Join us at the Catalyst Summit on September 7-8, where we’re bringing together visionary leaders of owner-run businesses. You’ll hear from Karla Trotman, Deven Paolo, and Anna Ready, as well as a number of other speakers and panelists making bold moves. But space is limited, so be sure to claim your spot!

Join us for Catalyst 2023!

SEPTEMBER 7-8

PORTLAND, OR

Learn More

The post Bold Type: When Avoiding Risk is Risky first appeared on Kinesis.

Catalyst PDX: That’s a Wrap!

Anja Taylor — Thu, 26 Jan 2023 19:51:07 +0000

A few weeks ago, Kinesis hosted Catalyst PDX — our annual summit bringing together visionary leaders to share ideas, explore emerging trends, and catalyze growth and impact. Our theme this year was Design the Future: Over a memorable and energizing two days, we met dozens of owner-run businesses looking to move into 2023 with a spirit of creativity and innovation.

As we kick off the New Year, we’re reflecting on some of the incredible insights that came out of our time together.

Tia Coachman, Founder of Affirma Consultancy

Act I: Departures

When thinking about Designing the Future, it’s easy to get wrapped up in opportunities: What’s possible? Where are we headed? But often, we leapfrog an essential part of the conversation: What should we leave behind? What do we need to let go of, in order to make room for what’s next?

This can mean conceptual departures, like letting go of our need for perfectionism or fear of failure — or more literally, it can mean realizing that a product line or business practice has reached its expiration date. In this panel, we explored how to identify and abandon what’s no longer serving us:

Grovemade Co-Founder and CEO Ken Tomita saw record growth during the pandemic — but in a completely new market segment. That meant having to let go of his old sales approach and business development model. When natural tensions arise with a new direction, he’s found that humor is a great tool to ease discomfort.
Amber Kelel, Director of Business Development at Systems West Engineers, is letting go of so-called “best practices.” She has realized that they are ephemeral — so rather than looking for the new “real” one, she holds things more loosely. What works well today may not tomorrow.
Anna Madill, CEO of Avenue, shared that she is letting go of white supremacy principles and business-as-usual — which requires self-inquiry, unlearning, bravery, and a willingness to go against existing structures. Her advice? Double down on uncertainty and embrace audacious goals.

Our panel of visionary leaders (left to right): Ken Tomita, Anna Madill, & Amber Kelel

Act II: Creation

Parting ways with the “old” can be uncomfortable when you don’t yet have a “new” to replace it with. That’s where imagination comes in. Creativity is where we find differentiation and potential, and helps to make ambiguity energizing. In this session, we heard from visionary leaders who are charting new paths forward and proving that another way of doing business is possible.

David Nichols, Co-Founder & CEO of Loupe sets aside time & money to experiment, and then bets on ideas that don’t have an obvious ROI (e.g. why buy an expensive robot dog?) but could have a massive impact and open up whole new possibilities if they do work out. His recommendation: Don’t make just one of those bets — keep betting.
Liz Reisch Picarazzi, Founder of CITIBIN shared the ups and downs of entrepreneurship: around the same time that her product was praised in one big publication, another featured it as a failure. She’s engaging both the product users as well as the team in listening and learning.
Belle Iskowitz, President of Pratt + Larson offered the metaphor of the mosaic for her work on the business and its culture. It isn’t one thing, and many efforts can seem small in the moment, but looking back you can see that the whole has been transformed.
Brian Keyser, President of G4 Kegs emphasized how seeing the humanity in everyone has been key in overcoming challenges together. He’s changed his hiring philosophy from “Who can I get for this salary?” to “Who do we really need in this role?”
Tricia Salcido, Owner & CEO of Softstar Shoes discussed building culture with an emphasis on family and play. Not only do they host regular play dates where people can create and have fun, they also have a giant slide in the middle of their production floor — not at a Silicon Valley tech startup, mind you, but a manufacturer in small town Oregon.
Chris & Diana Hutchinson of Trebuchet Group talked about the idea of consulting as a “with” activity — not something they as the consultants do to you, or deliver for you, but are creating together, and how that looks in practice.
Ryan Wines, Founder & CEO of Marmoset sees culture as an environment that must be consistently cultivated. Drawing on wisdom from Thich Nhat Hanh, “When you plant lettuce, if it does not grow well, you don’t blame the lettuce.”

Act III: Engagement

In order to let go of the past and design the future, we need engagement — from ourselves as leaders, from our team, and from our clients and partners. To close the day, we broke into smaller groups to discuss engagement through each of these lenses.

Some folks had experience to offer around the effectiveness of different leadership styles, while others reflected on whether surveys are the best way to measure employee engagement. In one breakout session, there was a rich discussion about when to let go of a client — and where to draw the line between "difficult to work with" versus actively harming your business.

Keep the Conversation Going

There were so many fruitful conversations and intriguing questions posed that it would be impossible to capture them all here. Thank you to everyone who brought your perspective and made the day so engaging! We couldn’t have done it without you. And if you missed out this year, don’t worry! There are still plenty of opportunities to get involved with our Catalyst Community:

Catalyst Labs

Each month, we invite business leaders to join us for a roundtable discussion centered around a pressing topic, inspired in part by the insights from the summit. We call them Catalyst Labs, and they’re a dynamic space where you can share lessons learned, or even workshop your next big idea. Interested in joining a future Catalyst Lab? Sign up here to be notified about our next event.

2023 Catalyst Summit

And of course, we’re already gearing up for next year’s Catalyst PDX event! Tickets sold FAST this year, so keep an eye out for details so you can claim your spot early.

Onward!

The post Catalyst PDX: That’s a Wrap! first appeared on Kinesis.

All Shine, No Flash

Kinesis — Wed, 28 Sep 2022 17:40:33 +0000

“

We've probably reinvented our business model in some fashion five times in 23 years. So in some ways, I've built a brand new business five times. It's a lot of work, but it's also about creation. That fuels me.

shawn busse

Co-Founder and CEO at Kinesis

Season 2, Episode 23

In this episode of #AllShineNoFlash, Shawn joins Ann Smith to discuss the benefits of being together in person, ideas for go-forward teambuilding, and why business owners are starved for connection and learning.

Diving into conversation with change makers and go-getters, Ann Smith and her guests inspire listeners who seek more from their professional and personal lives.

The post All Shine, No Flash first appeared on Kinesis.

How do we balance employee and employer needs?

Kinesis — Tue, 19 Jul 2022 17:37:50 +0000

“

It's important to re-examine what work is actually for. Business leaders need to connect what their employees are passionate about, so they can understand how the work they do accomplishes their goal of significance or impact.

anja taylor

Director of Operations

Summary

In this episode, Anja Taylor and Chris Herndon discuss the tenuous balance between an employer's needs and the needs of their employees (aka humans who work for them).

The Future Ready Podcast is hosted by lucidly cofounder and work/life balance coach Chris Herndon. Chris invites other coaches, HR leaders, educators, and authors to share inspiring stories, big ideas and new perspectives for stewarding the modern workplace.

The post How do we balance employee and employer needs? first appeared on Kinesis.

Six Years and Counting – Kinesis Honored as a “Best for the World” B Corp for 2022

Kinesis — Wed, 13 Jul 2022 15:36:39 +0000

Back in 2016, Kinesis joined a global movement of companies working to transform the way business is done by focusing on social and environmental consciousness and public transparency. Six years later, the B Corp Movement has grown exponentially – and now totals over 4,000 Certified B Corporations in more than 70 countries worldwide.

Our ongoing commitment to creating a great workplace that balances people and profit has earned us several accolades over the years, and 2022 is no exception. We’re excited to announce that Kinesis has been honored as one of the Best for the World B Corps in the Governance category, ranking in the top 5% of our size group worldwide. This means we're six for six – six "Best for the World" honors for six years of B Corp certification.

These B Corps have achieved a top score in overall mission, ethics, accountability and transparency. Their best practices are focused on how they engage employees, board members, and the community to achieve their mission, as well as employee access to financial information, customers' opportunities to provide feedback, and the diversity of their governing bodies. By building their vision and values into their company bylaws, these B Corps embody what it means to use business as a force for good.

We’re proud to share this honor with so many incredible companies that are making an impact to benefit people, communities, and the planet. Thank you for celebrating with us!

See Kinesis’ B Corp profile here and learn more about the “Best for the World” honor here.

The post Six Years and Counting – Kinesis Honored as a “Best for the World” B Corp for 2022 first appeared on Kinesis.

How Would You Spend $10,000 a Month on Marketing?

Kinesis — Tue, 12 Jul 2022 18:28:22 +0000

“

I’d focus on building our Catalyst community to its full potential. We invite small business owners to share their experiences and learn from each other. It positions us as someone who can help in specific areas, but we’re not actively selling to anyone.

shawn busse

Co-Founder and CEO at Kinesis

Episode 115

In this episode, Shawn Busse, Hans Schrei, and Sarah Segal discuss where they would focus their marketing efforts if given $10K to promote their brand.

21 Hats is an online community for business owners and entrepreneurs looking to compare notes, share wins and losses, and learn from one another.

Hosted by Loren Feldman, the 21 Hats Podcast spotlights seven entrepreneurs as they navigate the challenges of building and maintaining a successful business amidst the backdrop of a pandemic. The weekly roundtable covers topics spanning sales and profitability to recruiting and retention, featuring candid insights from established business owners.

The post How Would You Spend $10,000 a Month on Marketing? first appeared on Kinesis.

Do Core Values Matter?

Kinesis — Tue, 21 Jun 2022 18:30:23 +0000

“

We try to get clients down to about four or five core values because if people can’t remember what the values are, it’s really hard to live them. I can ask any of my employees, ‘what are our four values?’ and they can all remember them. I think there’s a lot of power in that.

shawn busse

Co-Founder and CEO at Kinesis

Episode 113

In this episode, Shawn Busse, Paul Downs, and Sarah Segal discuss the importance of core values when it comes to recruiting employees and aligning with prospective clients.

21 Hats is an online community for business owners and entrepreneurs looking to compare notes, share wins and losses, and learn from one another.

The post Do Core Values Matter? first appeared on Kinesis.

The Early Warning Signs

Kinesis — Tue, 24 May 2022 18:30:28 +0000

“

My crusade right now is the cost of housing and the impact that has on businesses. How can you even run your business if your employees can’t afford to live in your community? It’s getting harder for young people to relocate to certain communities and be able to live at a reasonable price point.

shawn busse

Co-Founder and CEO at Kinesis

Episode 109

In this episode, Shawn Busse, Liz Picarazzi, and Jay Goltz share their thoughts on a potential recession and any early warning signs they’ve seen.

21 Hats is an online community for business owners and entrepreneurs looking to compare notes, share wins and losses, and learn from one another.

The post The Early Warning Signs first appeared on Kinesis.

Death to Bad Business Names

Kyle Huck — Thu, 19 May 2022 18:57:52 +0000

“Our name needs to die.”

That’s what we heard recently in a discussion with a prospect. For the sake of anonymity, let’s call them… oh, I don’t know… Northwest Manufacturing, Ltd.

“Northwest Manufacturing needs to die.”

It’s rare to hear that from a business owner, but they knew their company name was holding them back, and recognized that something needed to change. And while most owners don’t have quite such conviction, the issues they were facing are probably familiar to many. Issues like:

We don’t have one name, we have several, since everyone refers to us a little differently. (Northwest Manufacturing, NW Mfg., NML, etc.)
We’ve outgrown the name; it doesn’t reflect who we are anymore. (We do more than manufacturing and we’ve expanded geographically.)
Our name isn’t memorable or remarkable, and at least one competitor has a name just like it. (Read: Oregon Manufacturing, Northwest Technologies, etc.)

After more than 20 years of renaming businesses at Kinesis, we’ve heard it all. And if any of that sounds like you, it may be time for your company name to take a long dirt nap.

A Brief History of Company Names

It’s no surprise that so many business names are in need of a refresh. Often, the naming process early in a company’s lifecycle is less than strategic — usually just a box that needs checking when you apply for a business license. But as a result, company names tend to follow the trends of the era:

1950s:

Your name is Bob, and you start a plumbing company. Ipso facto, “Bob’s Plumbing!”

1970s:

Everyone knows you must be on the first page of the phone book. Ergo, “AAA Plumbing.”

1990s:

It’s the dotcom boom, better go with something trendy and future-sounding like “iPlumb.”

2000s:

Enter search engines, and a keyword-riddled name like “Portland Discount Plumbing.”

2010s:

Competition is fierce, so you show customers you’re the best with “Apex Plumbing.”

2020s:

Unique URLs are hard to find, so you pick a word and misspell it. “Plumbr.com.”

… And on and on. The trouble with all of these names is that they are as flighty and arbitrary as the marketing trends they’re trying to capitalize on. More importantly, they do nothing to convey who the company is and what sets it apart.

Renaming Your Business

Fortunately, no name is set in stone — and there comes a time in any company’s maturity when a rename may be in order. Some of the most common reasons clients come to us include:

An Ownership Transition

Whether a company is being merged, acquired, or just passed on to the next generation, it’s often cause to reflect on where the organization is headed and whether the current name supports that direction.

This was the case with our client, formerly Gopher Kegs. While the name was playful (“where to go for kegs!”), it didn’t reflect the sophistication of an industry leader. Together, we elected to evolve the name to signal a new chapter while paying homage to its original identity.

A Company Evolution

Or perhaps leadership hasn’t changed hands at all, but nevertheless the business doesn’t look the way it used to. “Bob’s Plumbing” once had a nice ring to it, but Bob retired years ago, and since then you’ve also expanded to offer HVAC services. “Portland Discount Plumbing” may have been useful for SEO, but now you have locations across Oregon.

Take Pacific Custom Products, for instance. In the world of retail display, this name was hardly one that stood out from the crowd. And it certainly didn’t communicate anything about their company’s purpose, which went way beyond products. They came to Kinesis, and the result was Platform — elevated placement and a foundation for shared success.

A Challenging Name

Sometimes, this takes the shape of an actual copyright infringement. More often, it’s just that your name is hard to pronounce. Or spell. Or remember. If you always have to introduce yourself with an immediate disclaimer, “I work for Plumbr, spelled like ‘plumber’ but without the 'e',” we’re looking at you.

For example, Dick Bogumil started his accounting firm in 1972 and called it Bogumil, Holzgang, & Harris after its founding partners. While customers adored their services, no one could remember the name of their own accounting firm. Thus, we helped them rename to Fluence — a root combination of fluent, confluence, and affluence — all uniting to reflect their dynamic company.

A Commoditized Industry

You used to be able to differentiate on being the best — maybe “Apex Plumbing” was once enough to set you apart from your competition. But now, everyone says they’re the best (whether they are or not), and you can’t compete on table stakes.

Automation Resources Group came to us on a mission to completely revolutionize their industry. But how could they do that with a name that felt like a carbon copy of all their competitors? We worked together to introduce Loupe — a name that reflected the simplicity and functionalism they wanted to bring to an outdated world.

How to Choose a Company Name

Since 2000, Kinesis has renamed dozens of companies with a 100% success rate. What do we mean by that? Well, first, we mean that every client who has gone down the path of a rebrand has been delighted by the results. No regrets, buyer's remorse, or do-overs. That's the baseline. Beyond that, however, we've also had folks report higher revenues, greater employee engagement, and fewer obstacles in the sales process.

How have we managed to have such luck when this process is so fraught with peril and misstep? Here are a few important guidelines to keep in mind:

The first rule of renaming is... not everyone should rename.

It’s important to remember that a rename is not always the answer — and in fact, in some cases, we explore the possibility and determine that it wouldn’t be in a client’s best long-term interests. How much brand equity exists with the current name? Do the costs or risks of switching outweigh the potential benefits? All of these questions are part of the process before we even consider renaming as an initiative.

The name should be unique.

Your business name should convey what makes your company remarkable. It isn’t enough to say you’re the best, or fastest, or the cheapest, or the most reliable. Chances are, someone in your market is already making one (or more likely, all) of those claims. What makes your business different?

The name should tell a story.

Telling the story of your company name should be one more opportunity to set your business apart. It’s no secret that storytelling is a powerful branding tool — and your business name is no exception. An ideal name will tap into the power of storytelling through metaphor or other associations, and will inspire further curiosity and intrigue in the right ways.

The name should be driven by your purpose.

And the only way to accomplish that is to do the work. You can’t open a dictionary to a random page and choose your new name — it should be a natural reflection of who you are and what you stand for.

This comes from understanding your company inside and out, as well as its position in the competitive landscape. (At Kinesis, we’ve designed our whole process to start with this type of deep exploration.) That way, when you do land on the perfect name, there’s a collective feeling of, “Of course, that’s us.”

Interested in learning what a rename could do for your business? Let’s chat.

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