Is It Time for Your Technology Firm to Rebrand?

August 26th, 2015 | Posted by Sarah Jones in Guest Blogs - (Comments Off on Is It Time for Your Technology Firm to Rebrand?)

This week on NVTC’s blog, Elizabeth Harr of Hinge Marketing discusses 12 signs that it’s time for your technology company to rebrand.

Your technology firm’s brand is your most valuable asset. But many firms don’t make effective use of their brand or — worse — don’t have a well-developed brand in the first place.

To begin, let’s discuss just what your technology firm’s brand is all about. Branding is a large concept, but can be broken down into a fairly simple and digestible equation:

Your brand = Your reputation x Your visibility

Your brand is the totality of how your audience sees, talks about, and experiences your firm. This combines everything from your firm’s visual branding—like your logo and web design—to each idea, strategy and interaction you use to connect with prospects and clients.

Yet having a strong brand isn’t just about making your firm more recognizable to potential clients. In addition, a well-developed brand can help your technology firm accomplish the following:

  • Attract clients more easily by generating more qualified leads and closing more sales
  • Attract potential future business partners
  • Command higher fees than competitors with weaker branding
  • Attract top talent to work at your firm
  • Set a higher standard for the daily operational performance of your firm

But despite all these advantages, if you’re like many technology firms, you’ve probably been able to grow without having a well thought out brand development strategy. Your growth has come fairly naturally, thanks to your referral network and the acquisition of a few major contracts.

However, this passive strategy is rarely sustainable over time. To continue growing or to accelerate your growth, it’s time to start making your firm’s brand work for you.

12 Signs It’s Time for Your Technology Firm to Rebrand

If you think your technology firm may be ready for a rebrand, but you aren’t quite sure, here are 12 questions you can ask yourself to help make your decision:

Are you getting fewer leads than in the past?

When your leads begin decreasing, it may be a good sign that your brand is no longer resonating with prospects. Rebranding can help your firm appeal to your audiences.

Are you entering a new market?

Entering into a new market is the perfect time to start fresh with a new brand. You can reestablish the strength of your brand alongside your new competitors.

Are you introducing new services?

When your firm goes through a significant change, you want to make sure your brand still reflects your firm’s new focus. If it doesn’t, it may be the perfect time for a rebrand.

Has your firm’s growth slowed or stopped?

This could be an indicator that it’s time to switch things up with a stronger and more carefully developed brand that clearly communicates your expertise and capabilities.

Have new competitors entered the marketplace?

A changing marketplace and new competition may mean your current branding will no longer do the trick. Undergoing a rebrand can help you stand up to changing demands.

Does your visual brand look tired compared to the competition?

If all of your competitors have moved forward with a strengthened brand, you don’t want to be left behind. Your firm’s visual branding elements (like your name, logo, tagline, and colors) communicate your brand and should be reviewed periodically for updates and consistency.

Do you struggle to describe how your firm is different?

Having a specialty or something to differentiate your firm from the competition is an important part of connecting with your target audience. A well thought out brand is the first step is portraying what makes your firm special.

Are you losing a higher percentage of competitive bid situations than in the past?

This is a strong indicator that it’s time to make a change. Measuring your current success against past victories can provide valuable insight into how your firm is continuing to grow.

Has your firm changed significantly since you last adjusted your brand?

Growth and change are inevitable—just make sure your brand continues to grow and evolve along with your firm.

Are you struggling to attract top talent?

In order to be a top technology firm, you need to have top talent working for you. If a weak brand is keeping your firm from attracting top employees, it might be time to rebrand.

Have your clients changed considerably?

You originally developed your brand with a specific client base in mind. And now those clients have changed. Their challenges and needs might have changed — and they may be searching for service providers differently. Your firm’s brand should change with them.

Are you trying to figure out how to take your firm to the next level?

If you’ve been asking yourself how you can accelerate your firm’s growth or reach the next level of your potential, a fresh rebranding could be the right place to get started.

If you nodded along to questions on this list, then you have your answer: it’s time for a rebrand. While it may initially be a challenge to get your firm executives and decision makers on board for your rebrand, an honest assessment and clear-cut plan can help overcome any initial internal reluctance. It may seem like a lot of work at first, but the benefits of rebranding will be well worth it.

Elizabeth Harr is a partner at Hinge, a marketing and branding firm for professional services. Elizabeth is an accomplished entrepreneur and experienced executive with a background in strategic planning, brand building, and communications. She is the coauthor of The Visible Expert, Inside the Buyer’s Brain, How Buyers Buy: Technology Services Edition and Online Marketing for Professional Services: Technology Services Edition.

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Does Big Data Matter?

August 12th, 2015 | Posted by Sarah Jones in Guest Blogs | Uncategorized - (Comments Off on Does Big Data Matter?)

This week on NVTC’s blog, Caryn Alagno of Synthos Technologies explains that every company is a data company, and every company’s data has hidden insights.

Suspend reality for a moment, and imagine a modern workplace in which the Internet was familiar to and available to just a few highly specialized individuals.

These trained, sought-after professionals were tasked with informing everything from product development to strategic positioning. No one else in the organization understood the possibilities that this mysterious “internet” could provide. Some companies developed entire strategies around it. Others ignored it. It intimidated some. Some thought it “just wasn’t for them.” Debates about its importance persisted.

Sounds crazy, right?

But this is exactly the current state of affairs with regard to large-scale, enterprise data management. Most of us know it as “big data.”

Organizations in nearly every industry are sitting on massive repositories of data that they either don’t know what to do with or haven’t considered activating. Some know precisely what they want to do, but are confused about where to start. In other cases, concerns around everything from security to privacy are paralyzing companies that instead should be mobilizing for a massive shift in the way they do business.

For many, “big data” is either scary or exclusionary. At worst, it’s both; and at best, it’s ignored. But the reality is, big data is neither. It’s more than a buzzword, or a trend or an initiative. It genuinely matters.

Companies in industries like finance and health care were early entrants into the big data space. Billions of securities transactions; where are the patterns that indicate fraud? Thousands of complex compounds; which one is a break-through therapy?

But every company is a data company. And every company’s data has hidden insights.

The same is true of government organizations and nonprofits. Setting aside security for a moment, consider the massive amount of information that organizations like the IRS handle. Each year, the agency processes more than 140 million tax returns. It estimates that it sent out nearly three million fraudulent refunds to con artists last year. The Government Accountability Office says that this form of identity theft has cost tax payers as much as $5.2 billion dollars. In a single year. Others think the number’s much higher. Everyone agrees it’s going to grow – and that it needs to stop.  Criminal activity is the symptom, but poor data management is the disease.

In 2013, the 25 largest non-profits in America raised more than $30 billion. Their missions range from promoting quality education and financial stability to caring for the sick and feeding the hungry. The same year, a study by the Non-Profit Technology network found that one out of ten of these organizations have no way of tracking how certain “engagement” behaviors (like opening or forwarding an email, or posting messages to social media) correlate with a person’s likelihood to donate time, donate money, or donate more of either. Understanding this connection, and making strategic programming decisions based on what the data shows, is critical to these organizations’ efficacy and longevity.

Making meaningful sense of massive amounts of information matters. Sure, the data is important, but the correlations within it are even more so. The tools that allow people to find connections in the data – and to then make more informed, more impactful decisions – will enable radical shifts in everything from productivity and profitability to innovation and to our very quality of life.

It sounds flowery and poetic, but it is an absolute fact.

Big data matters because of what it has the potential to change. But it also matters because it’s forcing an entirely new conversation about the ways in which we interact with information. Is database technology enough? Where does it fall short? Are search engines enough? Where do they fall short? Are there things about either of these technologies that could form the basis of something entirely different?

Related, who needs to interact with data? What could they do with it, and what would that mean?

Data is an equalizer – when we all have access to it, we all have the potential to use it for good in our respective arenas. Data is also a differentiator – and in the big data game, the winners are those who put data to its most effective use.  If that gets you excited, then there’s never been a better time to be a fan.


Caryn Alagno is the EVP of Communications and Marketing at Synthos Technologies, a division of Qbase, LLC. Synthos Technologies is a big data and analytics solution provider whose mission is to build entirely new ways of interacting with information. 

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Two Cyber Strategies for Business Leaders

August 3rd, 2015 | Posted by Sarah Jones in Uncategorized - (Comments Off on Two Cyber Strategies for Business Leaders)

This week on NVTC’s blog, Dr. Didier Perdu of LMI discusses the challenge of ever changing cybersecurity and how leaders should address it.

cyberpicOrganizations used to learn to adjust to complexity. Today, they are trained to expect it. Yet, cybersecurity is transforming so quickly that demand for validated models and techniques is outpacing supply, leaving a staggering number of unprotected systems.

Security practitioners have very limited interaction with other disciplines, which leaves many senior business leaders unaware of the mechanisms available to mitigate risks. And security mechanisms are only effective when they are implemented correctly, operate as intended, and produce the desired outcome. Here are two key things for senior leaders to keep in mind about implementing security controls.

1. Manage the Change

Implementation of security controls requires change. This means new processes may need to be established, existing procedures may need to be changed, or additional information may need to be collected and managed. Regardless, change often has some policy implications that impact how the organization conducts its business.

Understanding the extent to which your current environment needs to change in order to address your security considerations is key to developing a transition plan. Getting an artifact, visual, or any physical piece of information from your enterprise architecture will help you understand how to address such concerns as media protection, personnel security, system and information integrity, or access control policy.

2. Create an “Ecosystem” for Security

To adequately protect your information and information assets, security must become part of your organization’s fabric and culture. By integrating security with your organization’s information technology management disciplines, such as strategic planning, capital planning and investment control, enterprise architecture, and system development lifecycle, you ensure that security investments are properly vetted and align with your organization’s business direction.

Enabling business people to specify what controls are needed at what step in their processes reduces resistance to change and increases the likelihood of successfully implementing new security measures.

Whether your organization is a civil or defense agency, you can benefit from taking an analytical approach to understanding and assessing the performance of your enterprise’s cyber security.

Dr. Perdu works in the Information Management Group with the Enterprise Architecture team, refining the LEAP methodology, and contributing to enterprise architecture related tasks. He holds a Ph.D. in Information Technology from George Mason University and a Master of Science in Technology and Policy from MIT. During his career he has sought to use Enterprise Architecture beyond just compliance and apply it to solve a variety of business issues faced by an enterprise. Cybersecurity is one of these challenges.

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