Ask the CMO: Xerox’s Toni Clayton-Hine On Marketing As The Driver Of Brand Reinvention

We are in a period of transformation we haven’t seen since the days of the Industrial Revolution. Once untouchable market incumbents have fallen. Small and agile start-ups have come out of nowhere to reimagine industries. Digital has gone from a mere channel to a necessary and vital component of reimagining business. Within this sea change, the role in the C-Suite that has perhaps been impacted most is that of the CMO.

Faced with an increasing amount of responsibility and accountability for the long-term growth of a company’s brand and performance, it has perhaps never been a more challenging time to be a marketer. With that in mind, I have launched an “Ask the CMO” feature where I speak with some of the top marketers in the world to uncover the leading issues and trends driving change in the marketplace.

For my latest piece in this series, I had the pleasure of speaking with Toni Clayton-Hine, CMO of Xerox and marketing veteran who has overseen the recent transformation of Xerox and its Set the Page Free campaign. The platform is a great example of using marketing as a major driver of brand reinvention. Its core objective is not to focus on the brand’s legacy connected with hardware and paper products, but to instead highlight the ways Xerox can serve clients who need assistance in straddling the real-life and virtual realms, while advancing innovations imperative to the future of work. The project brings together fourteen world-renowned creative talents including authors, poets and songwriters to collaborate on a book about the modern workplace.

 We discussed the creation and execution of this campaign, along with her key thoughts on the need for marketing to drive agile transformation in today’s rapidly changing world. The following is a recap of our conversation:

Billee: I’m excited to have a conversation with you related to the transformation I’ve seen going on at Xerox, particularly the whole Set the Page Free idea. So, why don’t we open up with your thoughts on the changing landscape?

Toni: I’m sure you see different definitions of what makes a great CMO and what makes a great marketing function, depending on the company, where it is and where it’s going. I can speak specifically to where Xerox is today and our unique position. We’ve got this iconic brand, with such a deep history, but one of the things that we have to deal with is not the awareness of Xerox as a company, but awareness of Xerox in terms of what we stand for today.  My role is to create awareness and consideration around our current portfolio, with the changing set of people that are buying, selling or influencing our technology every day, and then making sure that that brand is connected not just at that broad awareness level but also down into the field.

I think that’s one thing that’s probably common in terms of the conversations that you are having with other CMOs. The need to make sure that the components of marketing are connected and creating a more holistic view from brand awareness, to offering consideration, down to actually closing the transaction in demand generation as opposed to running those activities in silos.

Billee: I think that that’s exactly right. Generally, everyone is on the same page, but when you get inside of different organizations, there’s a lot of nuance. I know you’ve been doing a lot of great things to instigate change. Do you want to talk about anything you’ve been working on that’s emblematic of making necessary shifts and best practices for being responsive to the market?

Toni: When I took over my role in January, the way that Xerox had been run was we had this really large very diverse portfolio, and we ran a brand office that was almost separate from the performance you mentioned. I saw an opportunity to bring those things together. So that’s been a lot of the change that I am trying to drive, which is making sure that we operationalize all the handoffs and the connection points from the brand down into the field, and ensure that that drives performance.

One example is “The Set the Page Free” campaign which we believe is a unique and creative way to show how people are using and leveraging the technology in an interesting and unique way. It’s 100 percent digital, which we did that on purpose in order to use the campaign as an overarching umbrella that will ultimately drive awareness, consideration, and ultimately demand.

Every choice we’ve made in terms of bringing this campaign to life has included some sort of digital signature so that we can then leverage it downstream, albeit sometimes very far downstream, into a potential lead.

Billee: I appreciate you sharing that as it’s certainly a really great example of how to make some of the necessary shifts that are required today to connect brand directly to performance. A question that I have for you relates to how many brands are trying to identify how their brand purpose can be a mechanism driving strategy and ultimately optimizing the experience. Was that a factor in your vision when you thought about making changes?

Toni: Our purpose has always been to innovate the way the world communicates and connects and works. And, because we have that overarching promise, we can view today’s technology and tomorrow’s workplace as the lens by which we can deliver on that goal.

The one thing that helps us with this is the research centers at Xerox. Our scientists at places like PARC, the Palo Alto Research Center, understand how people work. They watch people in the workplace and how they’re interacting with technology, as opposed to starting with a problem and then asking a customer or a user what problems do you have that we can solve? They start with observation. And when you have access to that information you start to see the different ways you could solve that problem. That helps make my job easier.

Billee: Right. A lot of what I’ve been talking about that’s connected to what you just said is the big switch from rational engagement and talking about the WHAT, to emotional engagement and talking about the WHY and the WHO. I would think that what you just said would make capturing emotional engagement a bit easier since it’s informed and tuned in to a specific problem that already exists. Is that, right?

Toni: That’s absolutely right. I like how you said that. I guess I’ve always looked at it as kind of experiential, meaning moving from delivering a great product to delivering a great experience. And we’re very lucky in some respects that the B2B space follows the B2C space. So, I know the experience that’s being developed and what you’re expecting in that space from Amazon or from an Airbnb will ultimately be what’s expected in B2B. So, I use B2C as a bit of a crystal ball. When we are going to design a web journey, I know what a consumer is looking for when they go out and buy some sort of consumer based package. Good. OK. Now, what’s that going to mean in my enterprise environment?

Billee: So, in essence you know that it doesn’t matter who you’re trying to connect with, everybody today is a customer. How does your observation about the need to deliver a great experience translate in the B2E-space, with your internal customer? We know culture starts at home and that it is becoming a much more visible responsibility for marketers. Do you have any thoughts on that?

Toni: We have been working very closely with our H.R. colleagues to refine the Xerox culture, take the best elements, and update it to reflect who we are as a company today. We’re definitely spending more energy trying to create that connection to make sure our employees are advocating and articulating our brand value proposition as part of our culture work.

Billee: At the end of the day, I think that what I’m hearing is that beside the fact that there’s general consensus that employees need to be treated as customers, is this idea that because personal and professional lives intersect so much today, employees want to feel that they’re doing something with a grander purpose, as opposed to just ‘selling stuff.” This makes organizations start to think about creating a campaign approach for them as well. Is that something you might consider as you continue to evolve your brand reinvention?

Toni: One of the things we brought forward in the Set the Page Free campaign was a tie to global literacy through a relationship with the 92nd Street Y and a donation to World Reader. One of the reasons we wanted to do this is because (when you think about our employees and how they are engaging with the world), the societal and philanthropic impact becomes very important to our culture and engages our employees.

Billee: That’s something I’m seeing and hearing as well, and I think, in my humble opinion, that it has to do what’s going on in the world. We see the need for businesses to play a grander role in moral leadership, and a sense of responsibility that extends beyond the bottom line. Do you think that trend will continue?

Toni: I would say that there’s probably a little bit of a pendulum shifting back.

But I think that it will it will continue to be part of a company’s vernacular for a long time. I don’t think we’re going to go back to something where it’s only about the product and what the product does for you. People have shifted their priorities to doing business with companies that do good or at least have an awareness of their social impact. And I don’t see that changing anytime soon.

Billee: That emotional belief is a uniting idea that everyone I speak to stands behind. Another area that I have spoken about with many of your peers, is the idea of moving storytelling from vehicle of awareness at the end of the supply chain, to a vital business competency at the beginning of the invention process. This has become an increasingly important idea in the age of experience where brand purpose needs to be pulled into all customer touch points through stories that create interactions as opposed to transactions.   What are your thoughts?

Toni: It’s a pretty natural thing for us. We make sure that we’ve got purpose-driven content that goes through the entire buyer’s journey. And I talk a lot about making sure that we’ve got the content that translates emotional response into action.

We also look at how we parse content between people who are selling our products, whether they’re our employees or our channel partners versus, those who are buying our products, which in our instance is the CIO/CFO, and those who are actually using our products for their business.  So, for me it’s constantly looking at a cube view, and making sure that we’ve got an asset and a story around those different personas. We need to be sure that we’ve got the right content along those lines be able to drive somebody down their road. Today, everything related to brand, needs to be connected emotionally to an experience to drive performance. It’s that simple.

 Note: This article was first published on Billee’s Forbes blog

Marketing Trends 2018

Top 5 Marketing Trends For CMOs and CEOs in 2018

There hasn’t been a year in recent memory packed with as much change as we have witnessed in 2017. This groundswell of disruption stands poised to continue into the year ahead as the lines between culture and commerce, and the public and private sector, continue to evaporate. As our new age of business continues, the CMO function continues to rise in importance due to a confluence of factors ranging from digital transformation to purpose driven business.

As plans get underway for 2018, what follows are the top 5 things CMOs should be aware of as we inch closer to the new year:

1. We are in an experience economy. Antiquated rules of engagement no longer apply.

The old rules of business were ruled by what was dubbed TQM, or Total Quality Management. Winning companies would win or lose based off of their ability to deliver a quality product seamlessly and consistently. This, in their view, would drive customer loyalty and assure a category or market leadership position. Today, and for the past decade actually, largely in a Jobsian shadow, we have rapidly left that notion behind in lieu of the age of TEM, or Total Experience Management. As commodification has been rampant across industry sector, with offerings based on price point becoming increasingly difficult to differentiate, winning experiences have become paramount, and the ability to drive true engagement has become the Holy Grail, whether you are selling apples or automobiles.

 Consequently, marketers are being tasked with crafting interactions with customers instead of mere transactions. To do this, they must not lead the customer journey with the “sale” but rather the carrot that will drive to it. That carrot must be translated into the ability to transform storytelling into a vital business competency that takes the why and who of the brand and translates them into experiences that create lasting emotional connections. This type of thinking will without question help define distinction and competitive advantage in 2018.

Emotional engagement is the sister to rational engagement. Rational engagement is based on the stimulation of the mind, whereas emotional engagement is based upon the stimulation of the heart. In today’s age of brand experience, it seems that emotional engagement is proving to be more and more critical to achieving winning results and effective storytelling and digital marketing are at the heart of this movement.

In order to be able to master the new art of emotional engagement, you can no longer tell customers what you care to, or create the experiences you desire them to have. You must tell them the stories they crave to hear, and provide the moments that they seek to feel connected and emotionally engaged. This significant paradigm shift has led to an economy predicated on engagement and experience and has paved the way for an era of digital marketing driven by strategic, digital marketing analytics rather than naked creativity.

When thinking about how to gain competitive advantage in the marketing realm in the year ahead, think about capturing key insights and then use those insights to transform storytelling into a strategic business competency that generates content experiences that bring the brand to life.

2. In the age of experience, EVERYONE is a customer.

Today, organizations that use artful storytelling to create winning experiences are the ones who are leading our new era of collaborative commerce forward – and moving product, improving engagement and retaining employees. The key to their success is realizing that today, everyone, inside and outside of the organization, needs to be viewed as a customer. The following is a framework to use for experience design through a B2B, B2C, and B2E lens for the coming year:

B2B Experience

Pivoting from a product centric approach to one that is experience-based, B2B companies are harnessing creativity and technology to tell winning stories that will help educate and inform on the new age of business transformation upon us. To do this, they are using storytelling to optimize the customer experience through the following spheres: economic, innovation, agility/transformative ability, future aspiration and brand engagement.

Case in Point:

A B2B Experience: GE

GE focuses on telling engaging stories that make sense for businesses. They invite customers in to see ‘Imagination at Work’, and give customers a reason to believe and engage with their innovation that builds, powers, moves & cures the world. By harnessing storytelling, creativity and technology via content on digital platforms, including Instagram, Tumblr and YouTube, GE is delivering on their desired business outcomes:

  1. Increase audience awareness of the scope of what GE does and highlight positive experiences with the brand.
  2. Support pipeline for young engineering and business talent.
  3. Drive interest among the next generation of potential shareholders. The company needs to attract the next generation of shareholders.

B2C Experience

Today, consumers want to be a part of a brand that does more than give them immediate gratification from a product or service. They want to become a part of a brand that they believe in – a brand voice – one that can enrich their daily lives in ways that create meaningful and impactful engagement. Conveying the cornerstone of your company’s purpose-driven thought leadership in ways that bridge to the world at large, beyond the bottom-line, is critical to success in today’s competitive landscape. Today’s best consumer experiences are defined by telling informed stories that impact the following spheres of influence and create emotional engagement: future motivation, trust, personalization/loyalty, empathy and education.

Case in Point:

A B2C Experience: Casper

 Casper’s founders believed if you’re going to convince consumers to trust you that sleep is a pursuit as worthy of obsession as exercise or eating, you have to approach the story arcs (of empathy and education) differently. Casper is combining science, design thinking, branding, and a winking sense of humor to redefine the humble mattress into lifestyle experience that has built a new cohort of evangelists proselytizing that the key to productivity and overall health stems from maximizing the quality of our slumber. Casper also upended some fundamental assumptions that nobody talks about their mattress and therefore word-of-mouth sales would be impossible to ignite, a notion that was shattered by an immediate boom in viral unboxing videos that captured the exciting unboxing experience.

B2E Experience

According to Harvard Business Review, 89% of executives surveyed said a strong sense of collective purpose drives employee satisfaction ; 84% said it can affect an organization’s ability to transform; and 80% said it helps increase customer and employee loyalty. To operationalize your purpose-driven narrative into mantras that bring your brand purpose to life in your organization, consider how you can impact the following spheres of influence to help you create authentic employee experiences that delight, inform and engage: future motivation, leadership/core values: trust, reward + recognition, education and immersion.

Case in Point:

A B2E Experience: W.L. Gore

The executive team began to see trends that employees were anxious that slow decision-making and a lack of risk-taking might be weighing on Gore’s entrepreneurial endeavors. At Gore, a company built with innovation at its core, the risk of an innovation slowdown was particularly serious. Strong leadership, rooted in the company’s core values, worked quickly to streamline decision-making, encouraged the formation of small startup teams that were motivated to explore new ventures and also created an in-house team called the Innovation Center of Expertise to shepherd (and reward) promising employee ideas.

3. We are in an era of purposeful business driven by collaboration, inclusion, and the notion of leaving the world a better place. Empathy is the NEW BLACK.

The collaborative purpose economy we are living in has elicited a call to action to business leaders to contribute to the world as much as their own bottom-line, and do so in ways that bridge the gap between the public and private sectors to activate real change. This paradigm shift has instigated a pivot point where brands are now aiming to connect with customers on a much deeper and more personal level. The new recipe for successful engagement in business today is one centered around three core themes: aspirational purpose, inclusion and empathy.

Creativity is defined as the ability to make the complex elegantly simple, so for that reason, we see the definition for customer engagement that is authentic and measurable, as a simple formula that we call The New Inclusion Equation: Access + Ideas = Purposeful Action. What this translates to as we move forward, is the need for brands to make customers feel included in the aspirations to make tomorrow better than today. The key ingredient in making this endeavor successful is the notion of adding a touch of empathy to your marketing, storytelling and overall experience development.

Smart organizations will approach the creation of winning experiences by finding their purpose and then using it as a creative and aspirational theme with which to engage. Consequently, an approach to building + operationalizing brand purpose will be increasingly valuable in achieving desired business outcomes. Transforming collaboration and inclusion from activities into strategies will be critical to achieving such endeavors in 2018.

With internal audiences, the idea of brand purpose can be married with internal culture to deliver best-in-class storytelling and content experiences to employees with an eye on retaining them and turning them into brand advocates. Similarly, when applying this notion to B2B or B2C experience, a brand’s purpose must be connected to the themes driving external culture to achieve the same type of optimal experience throughout the customer funnel.

Case in point:

Part of Apple’s 2017 brand push included an empathic plea to “open your heart to everyone.” The Designed for Ian spot within this campaign celebrates the brands sense of purpose, and the world’s new sense of inclusion. Look for more of this in 2018.

4. Stop worrying about Artificial Intelligence. Start focusing on Augmented Intelligence.

 Many CMOs and other senior executives today have been inundated with messages and directives about Artificial Intelligence (AI) in the past year, many of which have been inaccessible and confusing. With that in mind, it’s important to understand that the best path to the future will not be powered by AI as a stand-alone solution that replaces man, but rather by Augmented Intelligence solutions – Man + Machine – where man’s abilities will be enhanced by machine learning and cognitive technology.

When thinking about how to fold AI into marketing efforts in the year ahead, it’s important to think backwards in the sense of looking at what you are trying to achieve, and then introducing the best pieces of AI technology that can heighten your current brand experience.

 Most critical to such an approach will be realizing that AI is not just about harnessing the insights big data can provide on the science side of the marketing house, but having the vision to understand how AI can be used to positively impact the creative process as well.

Currently only .5% of data is used to generate advertising or creative at the world’s leading brands, according to Forrester. This creates a huge opportunity for smart marketers to harness data-driven storytelling that informs content experiences to achieve brand leadership and market distinction.

Case in Point:

In an article in the Atlantic in late 2016, a master’s thesis surfaced in anthropology submitted to the University of Chicago by Kurt Vonnegut. What Vonnegut said in that body of research was that he did not understand why simple shape of stories couldn’t be fed into computers, as to him stories were, what he called “beautiful shapes.”

The explanation comes from a lecture that Vonnegut did where he mapped the narrative arc of popular storylines against an XY axis graph and was able to draw a direct through line to Cinderella and the Old Testament, and what united them, and therefore made them so engaging. In the world of AI in 2017 then, wouldn’t this model assume that high powered computing would be able to help marketers identify narrative patterns in culture that would enable their stories and content to be more empathetic, emotional and therefore more engaging?

A group of researchers from the University of Vermont and the University of Adelaide set out to explore this idea and what they did was collect thousands of story arcs for fiction, which resulted in the following classifications of six types of narratives:

1) Rags to Riches (rise)

2) Riches to Rags (fall)

3) Man, in a Hole (fall then rise)

4) Icarus (rise then fall)

 5) Cinderella (rise then fall then rise)

6) Oedipus (fall then rise then fall)

What they were able to do with the help of AI was identify narrative patterns that had resonance around these themes, which then enabled them to develop story arcs under each of the six categories that would drive meaningful engagement around specific scenarios. The key takeaway from the research was that scientists could train machines to reverse engineer what they know about story trajectories and their connection to emotion and empathy to create compelling works that land right in the sweet spot of true engagement.

 So, what this is all means is we can and should think about how to leverage cognitive technologies to attain the insights that will help us push into the emotional levers that are resonating with customers. This will empower us to produce creative works of content that connect and procure meaningful customer engagement.

5. Don’t just be smart. Be emotionally intelligent.

As Simon Sinek told us all this year, it is much more important today to focus on the why and who as opposed to the what. In a world where products have become increasingly commoditized by price point, and consumers are looking for experiences that enable them to vote with their wallets, connecting on a deeply emotional level, has never been important.

In the year ahead, it won’t just be important for brands to continue to be more purposeful, collaborative, inclusive and empathic in all their engagement efforts, rather, what will separate the winners from the losers, will be those who make a commitment to sharpen their Emotional IQ.

As the general push for being more “mindful” across the board continues to ensue, the emotional factors driving it become even more important. According to this month’s Harvard Business Review “By understanding that the mechanism behind mindfulness is the improvement of broader emotional intelligence competencies, leaders and the brands they steward can more intentionally work on all of the areas that will have the strongest impact.”

Research across hundreds of brands in dozens of categories shows that the most effective way to maximize customer value is to move beyond mere customer satisfaction and connect with customers at an emotional level – tapping into their fundamental motivations and fulfilling their deep, often unspoken emotional needs. That means that by appealing to any of dozens of “emotional motivators”, such as a desire to belong, to succeed in life, or to feel secure, brands will engage with customers.

On a lifetime value basis, emotionally connected customers are more than twice as valuable as highly satisfied customers. These emotionally connected customers buy more of your products and services, visit you more often, exhibit less price sensitivity, pay more attention to your communications, follow your advice, and recommend you more – everything you hope their experience with you will cause them to do. Companies deploying emotional-connection-based strategies and metrics to design, prioritize, and measure the customer experience, find that increasing customers’ emotional connection drives significant improvements in financial outcomes. As a result, contextual, emotional and sentiment thought-driven AI is the next wave of marketing (and advertising).

Case in Point:

3 Elements Marketers Must Be Aware of When Using AI Tools to Drive Emotional Intelligence

  1. We are not all the same. Care for and customize your models and people will respond. One size fits all does not work in the realm of emotional engagement.
  2. AI only works and connects emotionally when it’s trained on good data. Using a known brand such as Watson or Google Cloud is great, but if you don’t train it on real-world data that is like your customer when you introduce it to real people, it won’t work — or worse. We currently use natural language understanding and machine vision with IBM Watson to deliver dynamic advertising that is built to understand people for who they are, enabling brands and agencies to move toward using AI products for their clients, without a headache and in an unbiased way.
  3. Use true care when looking at programmatic techniques.These affect people psychologically. Just because someone gives you 110% ROI by throwing hurtful content at anyone, doesn’t mean you should do it. Care about people and they will respond to your brand and emotionally engage.

Note: This article was first published on Billee’s Forbes blog.

Emotional Intelligence Business

Centiment + BRANDthropologie Media Introduce Emotional Intelligence Accelerator Platform

Centiment + BRANDthropologie Media Form Groundbreaking JV Powered by IBM Watson to Introduce Emotional Intelligence Accelerator Platform

First Application: Turnkey Solution Created for CMOs to Bring Brand Purpose to Life

Centiment, an IBM With Watson company at the forefront of neuroscience development for emotional intelligence, founded by a cadre of data science visionaries, and Brandthropologie Media, a boutique consultancy that harnesses creativity to solve business problems, with a focus on helping brands embrace cognitive technologies to best prepare them for the future, announced a joint venture. The alliance will unite the two firms enabling them to introduce an Emotional Intelligence Accelerator platform designed to help businesses catalyze their growth through a unique blend of AI, neuro-based technology and business consulting services.

“At Centiment, we strive on leveraging emotional cognition and artificial intelligence, such as IBM Watson, to help brands and their leadership understand and apply the power of emotional intelligence,” said Micah Brown, Founder and CEO of Centiment. “We are excited that our paths crossed with Brandthropologie around our mutual work with IBM Watson. Our partnership will enable us to further the application of our technology and reach new audiences by helping businesses of all kinds cultivate emotional engagement and realize the unprecedented results it can deliver.”

The inaugural offering of the JV will be the first-ever turnkey solution designed to help organizations bring brand purpose to life in ways that deliver enhanced financial performance.

The application called the AI Experience Studio will use the emotional intelligence AI offers to create a solution that enables CMOs to pull brand purpose and empathy into any customer journey. The goal of the solution, which is among the first-ever to infuse the creative process with the power of cognitive technology, will aim to create content experiences, for both internal and external audiences, that define distinction and fuel growth.

“The future of both business + brand will be built on an ability to harness emotional insights to drive innovation,” said Brandthropologie Founder + CEO Billee Howard. “We are thrilled to be joining with Centiment, the market leader in AI powered emotional intelligence, to bring our new offering to the market at a time when the C-Suite is struggling to find the best means of harnessing cognitive technology across discipline and function to instigate growth.”

The new Emotional Intelligence Accelerator platform is built upon a future powered by Augmented Intelligence, which is the idea that machines will enhance man’s abilities, not replace them. Using this concept, the AI Experience Studio, will reverse engineer what we know about story trajectories and their empathic through-lines, to create narrative frameworks that land right in the sweet spot of emotional engagement.

The solution will help brands create more experiential approaches to marketing and storytelling that convey an organization’s purpose in ways that connect and inspire. The goal will be to operationalize brand purpose, transforming it from a critical driver of not just brand, but overall business performance.

“Purpose today is being embraced by the world’s top business leaders as a vital component of long-term business strategy, innovation and growth. The confluence of business stepping up to take more responsibility around societal issues, and consumer’s desire for more authentic and emotionally engaging experiences, has created a powerful new paradigm shift which is dramatically transforming the way business is done,” commented Todd Myers, Partner and CSO of Brandthropologie. “We are excited to be able to marry our firm’s legacy in both creativity and business consulting, with Centiment’s best-in-class technology, to bring our first end-to-end business solution to market, that while brand focused, will be directly tied to business performance.”

The alliance of the two firms was created as a result of the vision of IBM Developer Luke Schantz who worked with both companies independently, and then saw the power in uniting both teams to imagine a future of business, that is fueled by the emotional intelligence cognitive technology can offer.

About Centiment                                                                                                                          

Centiment, an IBM With Watson company, strives to provide true understanding and insights by productizing research emerging in the field of data science and neuroscience. As a company in the forefront of cognitive analysis, Centiment aims to bridge formerly distant groups together in the hopes of cultivating innovation and fostering collaboration. Beginning with resolving the divide between people, marketers and the C-Suite, Centiment is in the business of cultivating innovation through simplifying the process of comprehending data and streamlining insights. The firm is committed to transforming both business and brand through the disruptive power that emotional intelligence can offer. www.centiment.ioIBM WatsonAbout BRANDthropologie Media

BRANDthropologie Media is a pioneering consultancy dedicated to harnessing creativity to solve business problems. The firm identifies the most powerful collision point of culture and commerce for each client to help articulate their brand purpose in ways that define distinction and create captivating story-driven experiences that instigate emotional engagement with both internal + external audiences. Brandthropologie is committed to helping brands transform storytelling into a vital business competency that drives toward both authentic engagement and desired business outcomes. We believe in leveraging the power of cognitive technology and emotional intelligence to help the C-Suite define the future of business.