April 10, 2024 • 43 mins
Ever wondered how a brand like Liquid Death has managed to bottle up coolness and sell it as water? This episode's journey down the branding river will quench your thirst for understanding the magnetic pull of a product that goes beyond hydration to make a bold lifestyle statement. We tear into the story of how a beverage company has reimagined the simple act of drinking water, transforming it into an emblem of identity—whether you grab a cup of joe from your local barista or a canned mountain water, it's a reflection of who you are and the narrative you choose to present to the world.
Branding is an art, and throughout our conversation, we unwrap the layers that contribute to a brand's essence. From Liquid Death's genius in filling a gap in the beverage market with an audacious persona to the sensory bombardment of logos, tastes, and experiences that define consumer interaction—we cover it all. With every sip and every glance, a brand is telling its story, and we discuss the pivotal role this plays in forging emotional connections. It's not just about the eye-catching invitation a logo extends; it's the promise of quality and consistency that keeps customers coming back for more.
As our guest expertly breaks down, the power of a singular, well-executed branding strategy can make all the difference in building loyalty and a reputation for excellence. We share anecdotes from household names and local nonprofits to illustrate how trust in a brand's quality can resonate deeply with consumers and benefactors alike. This episode is a toast to those who understand that in the world of branding, sometimes less is more, and excellence in one formidable product can spell a legacy that lasts. So, tune in and discover how branding can do more than just sell—it can inspire and connect in ways you never imagined.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Justin Price (00:09):
Liquid death, one of the most valuable water
brands in the last couple ofyears.
Heredes (00:15):
Insane.
Because tell me why.
Because I didn't understand itat first Category.
Is this necessary?
Why Canned water?
Justin Price (00:23):
Okay, there was no cool water the case study which
we've talked about before.
Heredes (00:28):
But for the podcast's sake, and we are drinking liquid
death right now.
So, sponsorships, please comeour way.
Outro (00:34):
We'll send you all of.
Justin Price (00:37):
Why.
Heredes (00:38):
How did they blow up?
And because they came into thescene a few years ago.
Justin Price (00:41):
Yeah, it was a marketing guy.
He saw backstage that Monsterat Warp Tour.
Monster was sponsoring WarpTour and they were putting water
in the cans.
Because these guys who areputting on incredible physical
feats, which are musicalperformances, is through the
(01:02):
summer.
Heredes (01:03):
They're athletes.
Justin Price (01:04):
They are athletes, especially the Warp Tour style
movement with the heavier rockguys.
Incredible, like they'redrinking water, because that's
what you need.
You can't consume five monsterson stage, that amazing branding
from Monster, and thismarketing guy saw that, realized
(01:27):
why.
Why is there not a cool watercompany sponsoring this if
that's what they're actuallydrinking?
Because that's way moreauthentic.
And he was just like oh, we cantell a story around an edgier.
Look, you know, and ultimatelythe people care about what they
carry.
This came off of the heels.
I don't know if you guys, whatyou guys, think about this, but
it's pretty wild to think what'shappened in the last 20 years.
(01:49):
When you, as a professional,when you walk into the room, the
cup you carry and the logothat's on, it actually matters.
Heredes (01:58):
Makes a statement.
Justin Price (01:59):
It tells a part of your story.
Your car stays in the parkinglot.
A lot of people might not seeit, but if you walk in with a
local roasted cup of coffee oryou walk in with Starbucks, 20
years ago walking in withStarbucks meant something.
Heredes (02:15):
It's affordable luxury, but there's a stamp of when,
out of your way, I paid threetimes for this experience, for
this association, for this fair.
Now I don't think it's there.
Now I think they've lost thatthey did?
They have lost that.
Justin Price (02:31):
But even in the Circle K coffee, which I think
is delicious, or Wall Walkcoffee, I think is delicious as
well, it's like half that pricenow.
I think it's still like $2,$2.50, and I think you can get a
Starbucks coffee for like $4, adrip coffee.
Heredes (02:50):
Is it status?
Justin Price (02:51):
But what you carry .
So there are certain rooms Iwould walk into that back in the
day.
I would not carry a Starbuckscup into because it was like I'm
going to be paying for thatguy's $4 coffee.
The people who I was talking tobuy $2 coffee.
I would stop at Circle Kinstead of Starbucks because of
(03:12):
the brand message that it said.
So the cup you carry means alot, especially in business, I
think in the nonprofit space.
It's not a personal brand, it'slike hey, we're all kind of
working in a lower incomeenvironment doing something
(03:33):
we're passionate about, but forthe most part I think there's an
understanding that we're Idon't know.
It's not really luxury in a lotof nonprofit environments it
isn't really celebrated, and soaffordable luxuries were.
It was like this gray area oflike oh, it's not okay for me to
wear a Rolex, but I'm in theclub if I'm drinking Starbucks.
Heredes (03:53):
And they're going to drink the amounts of coffee that
they could have bought theRolex, but they drank it over
two, three years.
They could have instead boughtthe Rolex.
Justin Price (04:01):
I think a lot of people in the last 20 years had
to do a wake up call on how muchthey were spending on coffee
for sure.
Because it kind of just creepsup on you, doesn't it?
Oh, five bucks a date, Well,five bucks a day.
Then you add like the egg bites.
Heredes (04:14):
And then the gum, and then the run for the friend that
you're going to see.
Justin Price (04:18):
So there's a tech and then all of a sudden, it's
like that was a $20 trip.
Collin (04:22):
Yeah, oh, yeah, that's because I've never drank just
one cup of coffee.
If, especially if I'm more, ifI'm at Starbucks I'm usually
getting a refill, right, I'musually stopping in a low end, I
get the free.
Justin Price (04:33):
I get the free refill.
Wait, there's refills.
Collin (04:35):
Well, the on the drip Free ones, yeah, it's free.
Well, they always make me pay,but it's like.
Heredes (04:40):
It's like under a dollar, but I didn't know the
see, I never get regular coffeeanyway.
Justin Price (04:45):
Yeah, because you, for the listeners, eridus
drinks like a quad.
Heredes (04:50):
It's a quad compana.
Collin (04:51):
If it doesn't have cold foam.
Heredes (04:53):
you know, cold foam or the nitro Flavor cold foam, but
that's how I've gotten my hairback in the beard, you know what
I'm saying.
It's guys, it's there.
Outro (04:59):
They don't tell you this.
What do they put in it?
Justin Price (05:01):
I think Eridus consumes more espresso in one
day than the average personconsumes in a week.
Collin (05:06):
I'd say you embody cold foam.
I think you you know it's mynickname in high school.
Heredes (05:11):
What a cold foam.
Back to branding.
Back to branding Becausethere's that it's liquid death,
liquid death.
Justin Price (05:17):
So it matters what you're carrying, the brand
that's in your hand.
Heredes (05:21):
And they've made water cool again.
Isn't it fascinating?
And I think what I've seen I'veseen comedians, I've seen
podcast sponsors, I've seen guyswho would be drinking a beer
but now they've dropped a beerfor the liquid death can only
because it's like the guys whosit back with the.
They don't enjoy cigars, butthey know that holding a cigar
feels like this or they don'twhat it does to the Sure Very
(05:41):
social.
The social the all of the above.
Justin Price (05:44):
Well, it's like when we stock the fridge in the
studio.
We could buy like plastic waterbottles where we could buy
liquid death and we'll pay apremium for liquid death, but
the vibe that it gives you knowit plays out to.
We have a black studio, we havea couple of thousand square
feet, we have a lot of guestsand clients come through and so
we'll spend it more, we'll buymore expensive water bottles and
(06:07):
then we'll do like the liquiddeath sparkling or like flavored
, Because we want that vibe tocarry all the way through
everything we touch.
Heredes (06:16):
So why?
Why, justin?
In your experience, what?
What are some of the challengesthat companies, organizations,
face when trying to establish astrong brand, an identity?
In this case, someorganizations missed out on this
lane.
They ignored it, didn't exploreit.
Or does it take a new Company?
Collin (06:35):
well, and especially for nonprofits.
Why, why should they care if,if, like, their quote-unquote
market is one that maybe doesn'talways lend itself to having
this Super well put togetherluxury, high-end brand, why, why
should they care about this?
Heredes (06:51):
Yeah, what are some of the challenges?
How do you measure, like,what's the importance of it,
even because someone's like no,as long as we're doing a good
job with their product, thebranding doesn't matter the way
actually need a little bit.
Collin (07:02):
I need one.
Heredes (07:02):
Yeah, the identity doesn't matter.
Now let's define this, though abrand is what?
How would you define what abrand is?
Justin Price (07:14):
So a brand is is much bigger than a package,
right?
So when we're talking aboutliquid death which, by the way,
I mean there was there's neverbeen a more successful Water
company this we're talking aboutthis brand.
Heredes (07:27):
It's a brandy.
Justin Price (07:28):
Well, global brand , it's four years old.
Heredes (07:30):
It's insane.
Justin Price (07:31):
It's founded in 2019 and skyrocketed Over a
hundred million dollars forwater and the margin on this
stuff is crazy and the beverageindustry is insane to cut.
Heredes (07:43):
It's so hard, insane, I mean consumer.
Justin Price (07:45):
Packaged goods is a really tough marketing
industry.
But again I think like just agenius founder saw a huge gap in
a small market.
It's like a wide, open gap in asmall market which was like
that edgier, healthier option.
It's not beer, it's not justfor sparkling, but like you're
(08:07):
gonna drink a liquid death overa bubbly.
Collin (08:11):
Speak for yourself.
Justin Price (08:21):
Yeah, I mean this really came off the Lacroix but
the croix and said SanPellegrino had already had full
global saturation for Forcarbonated drinks and had some
good flavored drinks out.
Yes, but a lot of sugar.
Liquid death did a good job ofagave sweeteners, keeping the
calories light, bringing goodflavor.
Collin (08:40):
Yep, different form factor.
Yeah, and it's not like a lotof a lot of sparkling water
drinks that that you know arequote-unquote flavored like.
It's a very happy medium, soI've always been Super happy to
drink one.
Heredes (08:54):
Yeah, I know what's interesting on liquid death,
specifically address this.
They met a need or they noticedan imposter syndrome scenario
where, okay, they're maskingthese cans to put water, like
what's happening here.
There was a brand that wasn'tliving up to its standard or to
an Opportunity.
They met them, so you know whatthey did that, I could have
done that.
Justin Price (09:14):
Yes, monster could have done.
That's what I'm saying why?
Heredes (09:16):
why not monster?
They could have done a clearcan, or they could have done
something edge, and yet, andwhat?
What are some of thoseopportunities, right to identify
, to be looking out for?
I'll tell you what?
Justin Price (09:26):
there's probably a lot of other guys who could
answer that much better.
As far as like whether that wasa good idea for monster to stay
away from water and just keepselling sugar and caffeine and
energy drinks.
I'm not a specialist inconsumer packaged Goods or the
beverage industry, but I havebeen doing branding for
nonprofits and for manufacturersfor the last 20 years and so I
(09:50):
can speak to brand and yourquestion about you know what is
brand.
Brand is ultimately it's theemotional response that somebody
has when they interact withyour organization in any way,
and so, whether they pick upyour product, they experience
your product, whether that's adigital element of it or a
physical embodiment, or walkinto an experience that you're
(10:12):
created.
Obviously, I think the in-personWalk-in is the full five senses
.
I would say most organizationsare doing a pretty poor job at
Recognizing all of that.
Your big retail stores havespecialists who have done things
as like, far as like you know,fully creating a branded scent
(10:37):
so that there is a unique smell.
You can't walk into a Nordstromthat smells different in
anywhere in the world.
They all smell the same.
They have a branded scent.
You can't walk into a Marriottdouble tree cookies baby, come
on.
Heredes (10:49):
A double tree cookie, come on.
Justin Price (10:50):
It's got it all the taste, the smell, the touch.
Collin (10:54):
Oh, Is a shampoo commercial.
Justin Price (10:59):
So, anyways, great , great brands globally
understand that the experienceis a full five senses.
Oftentimes we don't get tocontrol all of those, so we only
have audio, we only havesomething that's visual and
audio we only have.
You know, when we'redistributing something that's
digital.
Heredes (11:18):
Bring it down, justin.
Then to brand is this umbrella,this bigger identity picture.
What does a logo have to dowith that?
And what's the value of thelogo?
If I'm a CFO, a CMO, somebodysitting there it's like dude,
it's just a logo.
Collin (11:32):
Well, and based on what you just said, I'm gonna say,
okay, well, so it's not evenabout our logo, it's about how
we make people feel, so we'regonna put all of our effort into
that and then we're just gonnakeep this crappy logo that we
have.
Why should they not do that?
Justin Price (11:46):
Yeah, there's two thoughts.
I like this idea that, you know, the invitation always has to
match the party.
There's a really good.
There's a guy who says this allthe time Charles DeMarco.
He's the CEO at New LifeSolutions.
And every meeting that we talkabout branding.
He's like and he's done somebig marketing, global marketing
(12:07):
campaigns.
Before he was at New Life hewas working on some large
franchise organizations thatwere national and I love.
You know we connect on a lot ofthings on marketing and
branding and he gets this likethe invitation's gotta match the
party and so, you know, I thinkyour logo is something like a
it's a way to kind of sum upit's like a thumbnail, you know,
(12:29):
a thumbnail for a video, orit's like the thumbnail for it's
a headshot, right Like it'sreally not you, but it is the
first glance, you know, and itsays something about you.
And so the cool thing is islike, yeah, you can overcome a
bad headshot all day long Ifyou're a great person, like if
anybody meets Colin in person, Iapologize.
Collin (12:55):
If you're used to his voice.
Talk about liquid death.
It's the sweat alone.
Justin Price (12:59):
They're gonna.
If they meet Colin in person,it's gonna overcome anything
that they've seen.
You know online.
Heredes (13:03):
You'll get past his voice.
You know, you'll realize that.
Justin Price (13:07):
On the podcast and you just go.
I like Colin.
You know the headshot doesn'tmatter anymore.
The second that you meetsomebody that is a great person,
you just go.
I like them, despite anything,whether you like the headshot or
not.
You'll like them more if youliked the headshot.
So that's just a plug to meetColin meetcollincom.
Come on now?
Heredes (13:27):
Yeah, click below for the meeting.
Greet, oh yeah.
Collin (13:29):
Yeah, the invitation does not always match the event.
Heredes (13:34):
Yeah, but hey, colin's an after party.
You know what?
I'm saying Every time, andthat's invite only.
Justin Price (13:42):
The podcast rap parties are so good.
Collin (13:44):
They're like, I want to meet cold foam man.
Forget Colin, colin and coldfoam, that's gonna be the go
downtown Tampa, wow you guys gotnew branding.
Justin Price (13:54):
I love it.
Heredes (13:56):
Welcome to Colin Cold.
Justin Price (13:56):
Foam.
I love it.
We're not, we're always working.
Collin (13:59):
Always working.
So okay, so like.
Justin Price (14:01):
So the invitation, right Like the icon, the mark,
A logo is.
Typically we talk about a logoas a lockup.
It's typically two thingsthere's an icon involved and
there is a word mark Adverse.
We've got like just a word mark.
We've thrown away the iconbecause the reality is like
(14:23):
verse isn't a product company,we're a service, we're an agency
and the work we do is all shownby the clients.
So I don't want something wekind of treat our brand kind of
like a museum, in the sense thatlike nobody cares really what
we, what our brand looks like,Because we're we're amplifying
everybody's our brand, and so wechose not to have an icon,
(14:46):
because we have a four letterword that's pretty reasonably
like recognizable, and we madewe just made it simple.
So if you have 12 letters, anicon will sum up those 12
letters, and so a brain can seea single shape and can associate
that with your organization.
An icon works really well in alot of digital formats, like a
(15:09):
phone app.
It's very, very hard toreplicate that one.
The hardest one, though, is theURL Favicon.
So, if you've ever seen the look.
There's a it's 40 pixels by 40pixels, and every brand has the
opportunity to put a coloredFavicon in the URL.
What's really beautiful aboutthat is when you look at all the
(15:33):
tabs.
If you're one of the peoplelike me that has like 50 tabs
open, I can scroll across allthose tabs and I know exactly
what site I'm on, based on a 40by 40 pixel Favicon.
If you're, if you've got awordmark, you cannot put more
than one letter realistically orone shape in the Favicon.
You really can't do it.
(15:53):
Well, putting a bunch ofletters into a phone app icon
and that's just two applicationsthat are digital, but they're
from almost every organizationthere's a need for an icon, and
so if you don't have that, thebrain has to take the wordmark,
which is going to be acombination of letters, and if
(16:14):
you have a three letter wordmark, you're fine.
Right, abc, nbc, no problem.
Three letters, veryrecognizable, they can fit
inside of a Favicon.
That's really the max, evenversus.
You know, favicon it's notgreat, I'll be the first one to
admit it.
That's okay.
(16:35):
We're not a global brand Likewe.
We serve global brands and sothat's okay for us, but one day
we should maybe think about thatage.
Heredes (16:45):
I'm on it.
Okay, I'm on it.
Justin Price (16:47):
But anyway.
So we've got the icon in thewordmark itself, and so the logo
is actually those things lockedup in your logo, kind of a
couple of variations.
But when we talk about a brand,there is one thing that kind of
is the identifier or the markfor that.
That's the logo of the icon.
Heredes (17:08):
Going to play devil's advocate here.
How do I quantify the value ofa logo?
How do I quantify what it'sworth, what it's doing, why?
Why should I change it?
Should I not change it?
Is it time for rebrand?
Should I change it every year?
Should I?
How do I quant?
Can I measure that?
Is that measurable?
Justin Price (17:25):
Yeah, so there's a couple things.
One is, if you're trying togrow, think of the brand as the
core organizational essence, andthen the icon is just a way for
people to kind of likeassociate something that you've
(17:47):
done back with the brand, backwith the organization.
You're like your board ofadvisors, whether that's like an
elder board or your, or yourboard of advisors or your
nonprofit board of directors.
Heredes (18:07):
Sometimes elders right Elder boards, deacon boards, If
you're in a ministry.
Justin Price (18:11):
There's all sorts of different groups.
They're part of the brand.
Their reputations are part ofthe brand.
Your CEO, your leader,obviously their personality,
their persona is oftentimes apart of the brand.
And then often some brands haveto fabricate their own Tony the
Tiger, frosted Flakes, chesterCheeto Like they didn't have a
(18:34):
person.
They got a consumer package,good, and that's obviously a
large company with a sub-brand.
Heredes (18:42):
Mickey.
Justin Price (18:42):
Mouse, I'm making Cheetos, mickey Mouse.
So we can fabricate personas,but one way or another, if you
want people to connect with yourbrand, you've got persona and
then you have, like, the valueof the icon and the wordmark
itself and it's gonna go onpretty much everything and it's
just the cost of peoplerecognizing what comes outside
(19:06):
of your organization divided bythe growth you wanna have.
So the cost of peoplerecognizing it divided by the
growth you wanna have, or timesthe amount of people you would
like to grow by, in the cost togrow by it without recognition,
(19:27):
recognize, recognizing.
Heredes (19:28):
Can you cut that.
Justin Price (19:29):
Yeah, all right.
So the value of a brand isbasically gonna be something
along the lines of the wholeorganization's impact vision,
all the pieces right.
So you got things like yourleadership.
You got your personas of thebig personalities inside.
It might even be like advisorsor directors or CEOs.
(19:50):
Those personas oftentimes takeon a ton of value.
The logo really doesn't take ona ton of value.
It's like.
I know a great example that islike Dan Cathy Chick-fil-A.
You know His persona means morethan the logo does.
Except if I'm looking for aChick-fil-A and I'm on a busy
(20:10):
road and I'm trying to figureout where to turn and I miss the
turn and I gotta go to the nextexit, I'm not coming back for
Chick-fil-A, although for me,depending I might come back for
Chick-fil-A.
Coming back for those nugs man,but the reality is you might go
to the next stop and you mightnot have option for Chick-fil-A.
So there's a cost there.
And if the average car is like20 bucks I missed the icon
(20:35):
because it was just a picture ofDan Cathy I missed the icon, I
missed the turn, so you missedthe 20 bucks from that car, or
whatever your average car totalis and then you also have your
cost per opportunity of gettinga new car, a new ticket, a new
sale, and so if the icon candrop the cost, if a logo can
(20:59):
drop the cost, if it's causing aproblem right now where people
are passing and they can't seeit, they can't understand it.
You don't have a favicon, youdon't have your app, they don't
open the app because every timethey go to it they can't
remember what color it was,because you did black and you
put your wordmark in there andK-verse Jess, no, I'm gonna play
(21:21):
Devils Out Of you Hold on.
You said how do we look at thevalue of it?
Outro (21:24):
right.
Justin Price (21:25):
So the value is your cost to get a customer to
convert and what it can playinto getting that customer to
convert.
So everybody's gonna have adifferent equation.
Every organization there's noteven like a CPG is not gonna
have the same equation.
And then you also have to lookat the life of the current or
(21:46):
existing thing.
So when you change, you build abrand value based on the
customer's experience.
So you build brand value everytime the customer engaged.
They believe something about thebrand, good or bad.
We were just talking about abrand in Tampa that closed down
or filing bankruptcy and in thelast year their food service
(22:08):
kind of went down and so everytime I went and tried and they
didn't have coffee or the foodwas kind of bad and it was kind
of expensive, my thought of themand my desire to bring somebody
else there.
It kept going down.
The value of the brand wentdown.
That's a great brand.
If they were gonna change theirfood buyer and they're gonna
lower their prices, they'd be aperfect one.
(22:30):
To maybe change their name, notjust at a logo.
Heredes (22:33):
All of it.
Justin Price (22:34):
But they would maybe try to change their
identity as much as theypossibly can.
If they were gonna try torepair that Now, these guys,
they're probably just gonna filebank or bankruptcy.
They'll probably just fade intothe night and we'll be like
remember when that really coolplace was open back there and
they'll just and the guys whostarted it are great guys,
there's nothing wrong with them.
But they'll probably startsomething new with a new name
(22:54):
and it'll be fine.
Their persona is definitely apart of it.
They've got some personalitythat people know.
Heredes (23:02):
Queen country, I think, is what they're going for.
That's what's next.
Justin Price (23:08):
So if you cut that ?
So when you look at brandthere's a very complex picture
in value.
There's a complex picture thatyou have to understand with
changing it.
And so every time we talk tosomebody who goes I want a
cooler logo, we have tooftentimes go how long has your
logo been out there and havepeople been having a good
(23:29):
experience with it?
Because even if it doesn't lookthat cool, it has a value in
the sense that when people seeit they associate it with the
organization and every time youchange that you have to spend
money to educate your marketthat that is now still
representing you.
So if you wanna change your name, if you wanna change your logo
that maybe used to have yourname really big in it and then
(23:51):
now it's not, now it's just achicken, you gotta make sure
people know that that chicken isyou.
That costs money, and so thecost or the value of any logo or
icon project is going to beyour previous knowledge, looking
at the history of where you'vebeen at and then your current
(24:13):
customer or growth acquisitionformula and what kind of
variable it can make in it.
And when we see really badproblems like inconsistency, we
oftentimes suggest not changing,but just tightening up,
simplifying the rules aroundyour brand.
(24:35):
Things like when you see aCoca-Cola bottle this is my
favorite thing ever isconsistency.
The Coke's packaged and they'vegot this bottle shape.
They've even worked it intotheir icon set right.
They've had it for 75 years.
If you see a piece of a Cokebottle broken in the street, you
(25:01):
know it's a Coke bottle withoutred and without the word mark.
That is incredibly strong,Costs billions and billions of
dollars to get there.
Heredes (25:10):
That, or they broke into your car.
But right, you'll know.
Justin Price (25:13):
No, I know the difference between my broken
glass in the car and a piece ofa Coke bottle.
Collin (25:18):
That was a joke.
If anything, it makes you likethe thief more, cause you're
like, oh, at least he's a Cokecustomer.
No, it is fascinating.
Heredes (25:24):
Obviously.
And then you're talking theyears, the time, the consistency
.
They've refined it over time,but they've maintained
consistency and they'vecontinued to drill into the
focus logo, the focus set.
Justin Price (25:38):
And the top luxury experience in Coca-Cola is
still drinking Coke out of aglass bottle.
The same shape, yes made inMexico.
So good Real sugar.
Heredes (25:49):
I wanted to get in here , justin, because if our
listeners nonprofit ministry itmakes sense with CPG's, consumer
packaged goods or brands thatare selling a product, a Coke
bottle or that's not mynonprofit, though that's not my
ministry I'm not handing them.
So why I get it on a Nike shirtthat that shirt costs five
bucks.
I put a Nike logo on it, it's50 bucks.
(26:11):
So how does that?
Why does that matter for myorganization?
How does that play into what Ineed?
I'm fine.
It's just about who I am andit's our reputation and we're
doing great work.
We're doing, you know, goodministry and we're, you know,
reaching these people.
Logo doesn't matter.
Justin Price (26:26):
Yeah, I always say that that's a great point, it
doesn't matter.
I was thinking about Logoproject we're doing with Grace
Family Church.
Outro (26:35):
Hmm.
Justin Price (26:36):
They have the same sign in front of their church
that they've had for like 10years or 12, 15 years since the
building opened since thebuilding opened, they never
spent the money to change andput a new logo.
They've had a couple differentlogos and the same sign is still
out front.
Heredes (26:52):
Yeah, what fastest growing, growing church in the
country the fastest growinglarge church in America.
So logos don't matter.
Justin Price (26:59):
I.
I just think it'd be hard toargue if the fastest growing
large church in America hasn'tchanged in.
Put side that it matters.
Heredes (27:07):
All right, it's a wrap.
Thanks for listening, guys.
And you can no longer findlogos on our website as a
product now now.
Justin Price (27:14):
Well, I mean, I'm a big.
I'm a big logo fan, like I likebranding, I like logos.
I've been making logos since Iwas in high school, but the I
remember when you and I firststarted working on that project
H Like don't bring me into wekept saying we kept saying that,
like it doesn't really matter,uses pseudonym.
(27:34):
So See, that's I brand I don'tknow if everybody will associate
with.
I Don't want to educate themarket that that cold foam is
age, but that's such as I see acold foam, but I Love.
I love the ability to talk toorganizations to evaluate it
(27:57):
whether or not it's a need.
And so why?
Why would a church that isGrowing that fast?
Well, because we know how muchit costs To get a new person to
walk in the doors.
We've been running marketingfor them for three years.
We have all of the data and weknow that one of the problems is
is that they have a reallylarge social media team.
They produce a ton of content.
(28:18):
They have four or five insanelyvaluable sub brands they've got
.
They've got zone Doingincredible work.
Youtube, I mean some of thebest kids programming in the
world is coming out of.
This church has no connectivityto the icon or to the name
Grace Family Church.
(28:38):
It has no connectivity tobeautiful no connectivity which
is a win, which is a women'sministry that's doing incredible
.
They put on an insanely greatconferences and in groups and
curriculum, and I could go onabout a lot of the different
work that that Grace FamilyChurch is doing.
But the Icon was dropped andthey try.
(29:01):
They started playing aroundwith different wordmarks and
while they kept a blue, itactually wasn't always
consistent because it's it'sexpensive and it's hard to be
consistent.
And then they started torealize that the icon they had
that they had purchased forabout a hundred bucks off of a
site called 99 designs, which Ihave no problem with 99 designs
(29:21):
we refer a lot of people to 99designs and I think there's a
great place for that.
I think it's about a thousandbucks to two thousand bucks now
to use them.
But but back in the day whenthey bought their logo from
there, they bought a verygeneric logo that it actually
about a hundred other churchesalso bought, and so when you saw
their logo, which was like across and a circle, you didn't
(29:43):
really know what church that wasrepresenting in the blue.
You didn't really know Was thesame church that was Grace
Family Church.
So you really were stuck toseeing the whole word mark.
The icon itself wasn't doingthe job.
And then, when the word markstarted changing and the icon
was being dropped out and socialwas doing something and
beautiful Was doing somethingand zone was doing something,
(30:05):
we're missing All of thisincredible work, and if it could
have just had one icon thatidentified it, that was unique
and stood out, you could havegrown without having to spend
money running ads.
You could have grown from allthose other things where people
could make an association, abrand association that we're
paying for as we try to grow andreach people that don't know
(30:28):
anything about that organization.
And so consistency, tighteningup the brand and helping an
organization a lot oforganizations it's not the thing
that that makes them good, butthey're great.
Organization, your organizationmight be amazing, but if people
are interacting with pieces ofit or people of your
(30:49):
organization and they're in yourpeople are wearing a shirt or a
hat and they can't even connectit back Because it's not
legible or because it's not thatappealing, or like People
aren't wearing your stuffbecause it's not that cool or
that good equality Then you'remissing out on this opportunity
for people to associate back towhat your organization is.
(31:12):
And so I Look at this veryholistically and I look at the
formula as a very loose and Ijust start to say, after 20
years of doing this, there's acouple things I'll take away
that I'll just I'll throw downhere.
The first takeaway is Put yourlogo in your branding.
It be consistent with it.
That's the first one.
(31:32):
Even if it sucks, stop changingit, just just be the sucky,
just just keep it Consistent andcommit to it.
The second thing is is put iton the best thing you can.
Okay, did Nike check itselfpositioning?
is not Good.
It's not all.
It's a long format.
(31:53):
It's a very thin line in a bigsquare or a circle.
From a balanced standpoint, hastoo much negative space around
it.
It's not necessarily the bestlogo, agree.
The second that MichaelJordan's foot slips into a Nike
though that thing is worth abillion dollars I, because he's
on the best basketball player,one of the best athletes that
(32:16):
ever lived and then, way beyondthat, was their deal to make
Nike associated with Jordan, aslike a he's a owner, like he's
getting sales from everything,and then putting the Jordan
brand into Nike brand, so aslike a core sub brand, right?
So you put the best athlete inthe world as one of your sub
(32:37):
brands.
That's a pretty amazing personastory, right there, right?
So I say all that to say.
Second thing is put your logo onthe best thing.
If you have influenceinfluential people in your
organization, spend the money toembroider a good quality shirt
that they wanna wear, because ifthey wore it twice as much as
(32:58):
they wore your crappy shirt,you're getting way better
exposure.
I think shirts, hats andt-shirts, golf shirts, whatever
it is are by far your best as anorganization.
They're way better thanbillboards.
I think they're your best bangfor your buck.
I'll spend 20 bucks all day toput my logo on somebody who I
(33:20):
love, I believe in, I supportbecause they have the
opportunity to actually engagewith somebody else in the
community and to represent thebrand as a persona in the
community, and so that's mynumber.
Two thing is put it on the verybest thing again, whether
that's your best people, whetherthey're on staff or not, give
those shirts away to everybodypossibly can.
(33:44):
And the last takeaway I willjust say is focus on what you
can do well and stop spreadingyour brand thin.
And so I would just say like,if you can just do one shirt,
just print one shirt well, don'ttry to print 3,000, print one
shirt well.
If you can do one giveaway, doa good giveaway.
(34:05):
That's not gonna end up in thetrash and give it away to less
people, make it less accessibleand it might feel
counterintuitive, but I just I'ma big fan of quality over
quantity and for your brandunless you are specifically
trying to say we are a cheapbrand and we want people to feel
(34:28):
cheap things I would say go forthat.
Quality, quality experience,quality engagement, quality
resource and so the things youdo, even if it's just tightening
up your organization, cut outyour bad programming that you've
been like.
You spread yourself way toothin, and so we can get in
strategically and say, hey,there's just a 10% trim or 15%
(34:50):
trim Verse.
I mean, we have to do thisevery year.
We have to trim things up.
We've got a product offeringsthat just don't make sense
anymore.
We got to trim them off andstop doing them when they're not
really that valuable.
They're not that good, they'refocused on the quality.
Stick to the thing that's themost valuable.
Heredes (35:07):
Anyways, there you go.
I love the trap with thisFavorite or iconic, a brand that
you feel connected to, you feelloyal to what comes to mind.
I think you're wearing yoursright now, justin.
We got to talk about thisbecause I've been staring at it
little hoodie envy going on hereright now.
But tell me about the threestripes you're wearing.
Collin (35:30):
Man, I missed a great Victoria's Secret joke right
there.
I would have been.
Justin Price (35:38):
I don't really have a good brand that I can.
Really that I feel comfortabletalking about.
Heredes (35:43):
Wow.
Collin (35:46):
Is there a client that we have that you'd feel
comfortable?
Justin Price (35:48):
shouting out I feel like the great.
I really just said Grace wasusing a brand.
Oh yeah, which we did a lot ofthat and I think I honestly I
tell people I'm proud of thatchurch and I'm proud of going
there.
So you want to go head to headon that?
H yeah, yeah.
Collin (36:06):
Are you proud?
H oh man.
Outro (36:12):
Yeah, I love their logo, Love it.
Heredes (36:14):
Xbox.
How was that?
Justin Price (36:22):
How was the talking about that Grace logo?
Was that a pretty good answer?
No, you can cut it.
Heredes (36:29):
No, it's good.
I think it's a good one to talkabout.
It's also vision casting thatgood, it's good.
Justin Price (36:42):
The filter with.
Heredes (36:42):
Grace is just like it's tough for me with a Grace
context.
Collin (36:44):
Outside of that, all good, my only thought with it is
if they hear it, is it going tocome off negatively in any way?
Outro (36:51):
No.
Collin (36:51):
Is it going to come off like we were like?
We're mashing the ones whoaren't like on board.
No, I think that'd be my onlyworry.
I feel like it's probably oneof our strongest examples of
branding.
Justin Price (37:07):
The logo that we don't have on this one.
Heredes (37:09):
Yeah, that's what I'm saying, Just because it isn't
because it's getting rejected.
It's getting rejected by theway, they're starting over,
which they're not, but they are.
So that's what to me, it feelslike.
But that's on them, not on us,really.
Collin (37:20):
Yeah, how many times have we started over?
Yeah, seven.
Heredes (37:25):
Basically.
Outro (37:26):
Yeah.
Heredes (37:27):
Let's do another, or do you want to?
Well, we can wrap this one.
Justin Price (37:31):
I'm just trying to think through like I'm
concerned because most of thebrands I really like are they're
not going to be relatable tothe ICP.
Heredes (37:40):
I know yeah.
Justin Price (37:42):
I don't want to talk about fear of God, Adidas.
I don't think that's relatablefor the ICP.
Collin (37:48):
I think you made a big deal about GFC, so that's an
example there.
Heredes (37:53):
Okay, let's go here, let me phrase it.
Tell me this, I'll talk aboutan organization.
Hey, as we wrap, tell me abouta logo, slash, brand, slash,
identity of an organization thatover time, you've connected
with or has built trust that youwould give your money to, that
you would volunteer at that youwe talked about Grace today.
Obviously, the reputation inTampa Bay area and beyond is
(38:15):
excellent.
The brand matches that, thepersonnel matches that.
What others have done that foryou guys.
Justin Price (38:21):
I mean the Tampa Bay area specifically.
There's a ton of really goodorganizations.
We work with a lot of them andI'm super grateful for those
opportunities to work with them.
There's organizations that aredoing a lot of work, that are
(38:45):
pretty broad and widespread, andone that I think is really
doing a lot of work and andgives away a lot and has worked
hard to build a reputation ofbeing good stewards of the money
you give and the time you giveto them is Metropolitan
Ministries.
I think you know you'll seeadvertising from them around
(39:09):
town and you don't feel like Ican't believe they're getting.
I mean, maybe it's just me,because I know that they get out
.
You know they'll get billboardsfor free Because they have such
a good reputation and so Idon't feel bad that there's.
You know they're on a billboard.
Heredes (39:25):
I had a recent experience that for me was
inverted the icon and the nameof Identified and I've known
forever, which is Advent health,never had to experience their
brand until recently, had totake one of my kids in for a few
nights into the hospital andboy I'm telling you, it was an
incredible experience.
No way it felt like I waspulling up to a resort.
(39:45):
The care was incredible, thepersonalization, the
follow-through.
I'm talking I was sold, Ihaven't seen the bill yet, my
insurance will handle that.
But to connect that brand nowwith that experience at a time
of pain, how they met the needand how they comforted us very
in, very, very impressed.
Which hospitals and health careand ERs and urgent cares they
(40:09):
usually don't right there, right.
And then that one, and it wasunique to the one we went to,
maybe because of the peoplethere.
So I commend them, will linkyou to this, put the link on
that location, on this episode.
But I was impressed.
It really created that.
I'm talking from what they werewearing on the front, the
consistency to the pins and thejackets, the overlays to the
smell of a hospital lobby, tothe Paintings and the
(40:33):
consistency to the the walldecor.
I mean all it was incredible.
I was, I felt like a hotel, aFour or five star hotel Lobby
experience.
And then we get into the room,obviously pediatrics and for
kids, the attention to detailfor the kids, asking my son what
their favorite toy was and then20 minutes later Popping in
(40:54):
with the little car toy for himto change.
Change the game, change thegame.
Justin Price (40:59):
That's really a very impressive.
Heredes (41:00):
So props to admin health well.
Collin (41:02):
And I'm gonna say like their logo you guys, you stop
doing vacations.
Justin Price (41:05):
I noticed you just keep going back.
Heredes (41:06):
I call in sick and I show up to the hospital right I?
Justin Price (41:10):
I hear I've been feeling bad sending meals to
your house, but turns out youguys have just been living it up
down at out bed.
Health brother, their chickenpicadas.
Sleeping conditions are not atthat level, but it's been trying
to like take clients to thehospital.
(41:30):
He's like you got.
Heredes (41:35):
Oh, don't listen to these guys, which one is it?
Justin Price (41:38):
Where is it?
It was, it was in um I.
Heredes (41:42):
Gotta look into that.
Yeah, no, you honestly, you'dbe impressed, you would.
Their coffee shop in the lobbyis incredible, is it?
It is, it's the one on the endsof Bruce be downs and it's in
the end of Carol.
What air, I couldn't tell youthe address, but oh, it's not
it's not the hospital in vandyke.
It's not the one on van dyke.
Okay, no, it's.
Yeah, it's not even the closestone to me, but but you'll drive
(42:03):
past a couple you know, and thespa, their pool I'm sorry I've
been health.
It's incredible.
We'll find, we'll give you theprops because your staff was
amazing and is amazing andgrateful for the care of having
health.
Colin, last one and we're outgo, I gotta give one billion
dollar branding project.
Justin Price (42:23):
Yeah, that's a super tough one, yeah, uh.
Collin (42:29):
You don't need to hear mine.
This has been enough.
So thank you so much forlistening to the nonprofit
renaissance.
We will see you next time, bye,bye.
Outro (42:36):
Thanks again for listening to the nonprofit
renaissance.
We hope it ignites arenaissance in you and helps you
go further and grow faster.
Be sure to share, rate andsubscribe and if you'd like to
recommend or be a guest on ourshow, send us an email at
podcast at first creativecom.
Liquid death, one of the most valuable water
brands in the last couple ofyears.
Heredes (00:15):
Insane.
Because tell me why.
Because I didn't understand itat first Category.
Is this necessary?
Why Canned water?
Justin Price (00:23):
Okay, there was no cool water the case study which
we've talked about before.
Heredes (00:28):
But for the podcast's sake, and we are drinking liquid
death right now.
So, sponsorships, please comeour way.
Outro (00:34):
We'll send you all of.
Justin Price (00:37):
Why.
Heredes (00:38):
How did they blow up?
And because they came into thescene a few years ago.
Justin Price (00:41):
Yeah, it was a marketing guy.
He saw backstage that Monsterat Warp Tour.
Monster was sponsoring WarpTour and they were putting water
in the cans.
Because these guys who areputting on incredible physical
feats, which are musicalperformances, is through the
(01:02):
summer.
Heredes (01:03):
They're athletes.
Justin Price (01:04):
They are athletes, especially the Warp Tour style
movement with the heavier rockguys.
Incredible, like they'redrinking water, because that's
what you need.
You can't consume five monsterson stage, that amazing branding
from Monster, and thismarketing guy saw that, realized
(01:27):
why.
Why is there not a cool watercompany sponsoring this if
that's what they're actuallydrinking?
Because that's way moreauthentic.
And he was just like oh, we cantell a story around an edgier.
Look, you know, and ultimatelythe people care about what they
carry.
This came off of the heels.
I don't know if you guys, whatyou guys, think about this, but
it's pretty wild to think what'shappened in the last 20 years.
(01:49):
When you, as a professional,when you walk into the room, the
cup you carry and the logothat's on, it actually matters.
Heredes (01:58):
Makes a statement.
Justin Price (01:59):
It tells a part of your story.
Your car stays in the parkinglot.
A lot of people might not seeit, but if you walk in with a
local roasted cup of coffee oryou walk in with Starbucks, 20
years ago walking in withStarbucks meant something.
Heredes (02:15):
It's affordable luxury, but there's a stamp of when,
out of your way, I paid threetimes for this experience, for
this association, for this fair.
Now I don't think it's there.
Now I think they've lost thatthey did?
They have lost that.
Justin Price (02:31):
But even in the Circle K coffee, which I think
is delicious, or Wall Walkcoffee, I think is delicious as
well, it's like half that pricenow.
I think it's still like $2,$2.50, and I think you can get a
Starbucks coffee for like $4, adrip coffee.
Heredes (02:50):
Is it status?
Justin Price (02:51):
But what you carry .
So there are certain rooms Iwould walk into that back in the
day.
I would not carry a Starbuckscup into because it was like I'm
going to be paying for thatguy's $4 coffee.
The people who I was talking tobuy $2 coffee.
I would stop at Circle Kinstead of Starbucks because of
(03:12):
the brand message that it said.
So the cup you carry means alot, especially in business, I
think in the nonprofit space.
It's not a personal brand, it'slike hey, we're all kind of
working in a lower incomeenvironment doing something
(03:33):
we're passionate about, but forthe most part I think there's an
understanding that we're Idon't know.
It's not really luxury in a lotof nonprofit environments it
isn't really celebrated, and soaffordable luxuries were.
It was like this gray area oflike oh, it's not okay for me to
wear a Rolex, but I'm in theclub if I'm drinking Starbucks.
Heredes (03:53):
And they're going to drink the amounts of coffee that
they could have bought theRolex, but they drank it over
two, three years.
They could have instead boughtthe Rolex.
Justin Price (04:01):
I think a lot of people in the last 20 years had
to do a wake up call on how muchthey were spending on coffee
for sure.
Because it kind of just creepsup on you, doesn't it?
Oh, five bucks a date, Well,five bucks a day.
Then you add like the egg bites.
Heredes (04:14):
And then the gum, and then the run for the friend that
you're going to see.
Justin Price (04:18):
So there's a tech and then all of a sudden, it's
like that was a $20 trip.
Collin (04:22):
Yeah, oh, yeah, that's because I've never drank just
one cup of coffee.
If, especially if I'm more, ifI'm at Starbucks I'm usually
getting a refill, right, I'musually stopping in a low end, I
get the free.
Justin Price (04:33):
I get the free refill.
Wait, there's refills.
Collin (04:35):
Well, the on the drip Free ones, yeah, it's free.
Well, they always make me pay,but it's like.
Heredes (04:40):
It's like under a dollar, but I didn't know the
see, I never get regular coffeeanyway.
Justin Price (04:45):
Yeah, because you, for the listeners, eridus
drinks like a quad.
Heredes (04:50):
It's a quad compana.
Collin (04:51):
If it doesn't have cold foam.
Heredes (04:53):
you know, cold foam or the nitro Flavor cold foam, but
that's how I've gotten my hairback in the beard, you know what
I'm saying.
It's guys, it's there.
Outro (04:59):
They don't tell you this.
What do they put in it?
Justin Price (05:01):
I think Eridus consumes more espresso in one
day than the average personconsumes in a week.
Collin (05:06):
I'd say you embody cold foam.
I think you you know it's mynickname in high school.
Heredes (05:11):
What a cold foam.
Back to branding.
Back to branding Becausethere's that it's liquid death,
liquid death.
Justin Price (05:17):
So it matters what you're carrying, the brand
that's in your hand.
Heredes (05:21):
And they've made water cool again.
Isn't it fascinating?
And I think what I've seen I'veseen comedians, I've seen
podcast sponsors, I've seen guyswho would be drinking a beer
but now they've dropped a beerfor the liquid death can only
because it's like the guys whosit back with the.
They don't enjoy cigars, butthey know that holding a cigar
feels like this or they don'twhat it does to the Sure Very
(05:41):
social.
The social the all of the above.
Justin Price (05:44):
Well, it's like when we stock the fridge in the
studio.
We could buy like plastic waterbottles where we could buy
liquid death and we'll pay apremium for liquid death, but
the vibe that it gives you knowit plays out to.
We have a black studio, we havea couple of thousand square
feet, we have a lot of guestsand clients come through and so
we'll spend it more, we'll buymore expensive water bottles and
(06:07):
then we'll do like the liquiddeath sparkling or like flavored
, Because we want that vibe tocarry all the way through
everything we touch.
Heredes (06:16):
So why?
Why, justin?
In your experience, what?
What are some of the challengesthat companies, organizations,
face when trying to establish astrong brand, an identity?
In this case, someorganizations missed out on this
lane.
They ignored it, didn't exploreit.
Or does it take a new Company?
Collin (06:35):
well, and especially for nonprofits.
Why, why should they care if,if, like, their quote-unquote
market is one that maybe doesn'talways lend itself to having
this Super well put togetherluxury, high-end brand, why, why
should they care about this?
Heredes (06:51):
Yeah, what are some of the challenges?
How do you measure, like,what's the importance of it,
even because someone's like no,as long as we're doing a good
job with their product, thebranding doesn't matter the way
actually need a little bit.
Collin (07:02):
I need one.
Heredes (07:02):
Yeah, the identity doesn't matter.
Now let's define this, though abrand is what?
How would you define what abrand is?
Justin Price (07:14):
So a brand is is much bigger than a package,
right?
So when we're talking aboutliquid death which, by the way,
I mean there was there's neverbeen a more successful Water
company this we're talking aboutthis brand.
Heredes (07:27):
It's a brandy.
Justin Price (07:28):
Well, global brand , it's four years old.
Heredes (07:30):
It's insane.
Justin Price (07:31):
It's founded in 2019 and skyrocketed Over a
hundred million dollars forwater and the margin on this
stuff is crazy and the beverageindustry is insane to cut.
Heredes (07:43):
It's so hard, insane, I mean consumer.
Justin Price (07:45):
Packaged goods is a really tough marketing
industry.
But again I think like just agenius founder saw a huge gap in
a small market.
It's like a wide, open gap in asmall market which was like
that edgier, healthier option.
It's not beer, it's not justfor sparkling, but like you're
(08:07):
gonna drink a liquid death overa bubbly.
Collin (08:11):
Speak for yourself.
Justin Price (08:21):
Yeah, I mean this really came off the Lacroix but
the croix and said SanPellegrino had already had full
global saturation for Forcarbonated drinks and had some
good flavored drinks out.
Yes, but a lot of sugar.
Liquid death did a good job ofagave sweeteners, keeping the
calories light, bringing goodflavor.
Collin (08:40):
Yep, different form factor.
Yeah, and it's not like a lotof a lot of sparkling water
drinks that that you know arequote-unquote flavored like.
It's a very happy medium, soI've always been Super happy to
drink one.
Heredes (08:54):
Yeah, I know what's interesting on liquid death,
specifically address this.
They met a need or they noticedan imposter syndrome scenario
where, okay, they're maskingthese cans to put water, like
what's happening here.
There was a brand that wasn'tliving up to its standard or to
an Opportunity.
They met them, so you know whatthey did that, I could have
done that.
Justin Price (09:14):
Yes, monster could have done.
That's what I'm saying why?
Heredes (09:16):
why not monster?
They could have done a clearcan, or they could have done
something edge, and yet, andwhat?
What are some of thoseopportunities, right to identify
, to be looking out for?
I'll tell you what?
Justin Price (09:26):
there's probably a lot of other guys who could
answer that much better.
As far as like whether that wasa good idea for monster to stay
away from water and just keepselling sugar and caffeine and
energy drinks.
I'm not a specialist inconsumer packaged Goods or the
beverage industry, but I havebeen doing branding for
nonprofits and for manufacturersfor the last 20 years and so I
(09:50):
can speak to brand and yourquestion about you know what is
brand.
Brand is ultimately it's theemotional response that somebody
has when they interact withyour organization in any way,
and so, whether they pick upyour product, they experience
your product, whether that's adigital element of it or a
physical embodiment, or walkinto an experience that you're
(10:12):
created.
Obviously, I think the in-personWalk-in is the full five senses
.
I would say most organizationsare doing a pretty poor job at
Recognizing all of that.
Your big retail stores havespecialists who have done things
as like, far as like you know,fully creating a branded scent
(10:37):
so that there is a unique smell.
You can't walk into a Nordstromthat smells different in
anywhere in the world.
They all smell the same.
They have a branded scent.
You can't walk into a Marriottdouble tree cookies baby, come
on.
Heredes (10:49):
A double tree cookie, come on.
Justin Price (10:50):
It's got it all the taste, the smell, the touch.
Collin (10:54):
Oh, Is a shampoo commercial.
Justin Price (10:59):
So, anyways, great , great brands globally
understand that the experienceis a full five senses.
Oftentimes we don't get tocontrol all of those, so we only
have audio, we only havesomething that's visual and
audio we only have.
You know, when we'redistributing something that's
digital.
Heredes (11:18):
Bring it down, justin.
Then to brand is this umbrella,this bigger identity picture.
What does a logo have to dowith that?
And what's the value of thelogo?
If I'm a CFO, a CMO, somebodysitting there it's like dude,
it's just a logo.
Collin (11:32):
Well, and based on what you just said, I'm gonna say,
okay, well, so it's not evenabout our logo, it's about how
we make people feel, so we'regonna put all of our effort into
that and then we're just gonnakeep this crappy logo that we
have.
Why should they not do that?
Justin Price (11:46):
Yeah, there's two thoughts.
I like this idea that, you know, the invitation always has to
match the party.
There's a really good.
There's a guy who says this allthe time Charles DeMarco.
He's the CEO at New LifeSolutions.
And every meeting that we talkabout branding.
He's like and he's done somebig marketing, global marketing
(12:07):
campaigns.
Before he was at New Life hewas working on some large
franchise organizations thatwere national and I love.
You know we connect on a lot ofthings on marketing and
branding and he gets this likethe invitation's gotta match the
party and so, you know, I thinkyour logo is something like a
it's a way to kind of sum upit's like a thumbnail, you know,
(12:29):
a thumbnail for a video, orit's like the thumbnail for it's
a headshot, right Like it'sreally not you, but it is the
first glance, you know, and itsays something about you.
And so the cool thing is islike, yeah, you can overcome a
bad headshot all day long Ifyou're a great person, like if
anybody meets Colin in person, Iapologize.
Collin (12:55):
If you're used to his voice.
Talk about liquid death.
It's the sweat alone.
Justin Price (12:59):
They're gonna.
If they meet Colin in person,it's gonna overcome anything
that they've seen.
You know online.
Heredes (13:03):
You'll get past his voice.
You know, you'll realize that.
Justin Price (13:07):
On the podcast and you just go.
I like Colin.
You know the headshot doesn'tmatter anymore.
The second that you meetsomebody that is a great person,
you just go.
I like them, despite anything,whether you like the headshot or
not.
You'll like them more if youliked the headshot.
So that's just a plug to meetColin meetcollincom.
Come on now?
Heredes (13:27):
Yeah, click below for the meeting.
Greet, oh yeah.
Collin (13:29):
Yeah, the invitation does not always match the event.
Heredes (13:34):
Yeah, but hey, colin's an after party.
You know what?
I'm saying Every time, andthat's invite only.
Justin Price (13:42):
The podcast rap parties are so good.
Collin (13:44):
They're like, I want to meet cold foam man.
Forget Colin, colin and coldfoam, that's gonna be the go
downtown Tampa, wow you guys gotnew branding.
Justin Price (13:54):
I love it.
Heredes (13:56):
Welcome to Colin Cold.
Justin Price (13:56):
Foam.
I love it.
We're not, we're always working.
Collin (13:59):
Always working.
So okay, so like.
Justin Price (14:01):
So the invitation, right Like the icon, the mark,
A logo is.
Typically we talk about a logoas a lockup.
It's typically two thingsthere's an icon involved and
there is a word mark Adverse.
We've got like just a word mark.
We've thrown away the iconbecause the reality is like
(14:23):
verse isn't a product company,we're a service, we're an agency
and the work we do is all shownby the clients.
So I don't want something wekind of treat our brand kind of
like a museum, in the sense thatlike nobody cares really what
we, what our brand looks like,Because we're we're amplifying
everybody's our brand, and so wechose not to have an icon,
(14:46):
because we have a four letterword that's pretty reasonably
like recognizable, and we madewe just made it simple.
So if you have 12 letters, anicon will sum up those 12
letters, and so a brain can seea single shape and can associate
that with your organization.
An icon works really well in alot of digital formats, like a
(15:09):
phone app.
It's very, very hard toreplicate that one.
The hardest one, though, is theURL Favicon.
So, if you've ever seen the look.
There's a it's 40 pixels by 40pixels, and every brand has the
opportunity to put a coloredFavicon in the URL.
What's really beautiful aboutthat is when you look at all the
(15:33):
tabs.
If you're one of the peoplelike me that has like 50 tabs
open, I can scroll across allthose tabs and I know exactly
what site I'm on, based on a 40by 40 pixel Favicon.
If you're, if you've got awordmark, you cannot put more
than one letter realistically orone shape in the Favicon.
You really can't do it.
(15:53):
Well, putting a bunch ofletters into a phone app icon
and that's just two applicationsthat are digital, but they're
from almost every organizationthere's a need for an icon, and
so if you don't have that, thebrain has to take the wordmark,
which is going to be acombination of letters, and if
(16:14):
you have a three letter wordmark, you're fine.
Right, abc, nbc, no problem.
Three letters, veryrecognizable, they can fit
inside of a Favicon.
That's really the max, evenversus.
You know, favicon it's notgreat, I'll be the first one to
admit it.
That's okay.
(16:35):
We're not a global brand Likewe.
We serve global brands and sothat's okay for us, but one day
we should maybe think about thatage.
Heredes (16:45):
I'm on it.
Okay, I'm on it.
Justin Price (16:47):
But anyway.
So we've got the icon in thewordmark itself, and so the logo
is actually those things lockedup in your logo, kind of a
couple of variations.
But when we talk about a brand,there is one thing that kind of
is the identifier or the markfor that.
That's the logo of the icon.
Heredes (17:08):
Going to play devil's advocate here.
How do I quantify the value ofa logo?
How do I quantify what it'sworth, what it's doing, why?
Why should I change it?
Should I not change it?
Is it time for rebrand?
Should I change it every year?
Should I?
How do I quant?
Can I measure that?
Is that measurable?
Justin Price (17:25):
Yeah, so there's a couple things.
One is, if you're trying togrow, think of the brand as the
core organizational essence, andthen the icon is just a way for
people to kind of likeassociate something that you've
(17:47):
done back with the brand, backwith the organization.
You're like your board ofadvisors, whether that's like an
elder board or your, or yourboard of advisors or your
nonprofit board of directors.
Heredes (18:07):
Sometimes elders right Elder boards, deacon boards, If
you're in a ministry.
Justin Price (18:11):
There's all sorts of different groups.
They're part of the brand.
Their reputations are part ofthe brand.
Your CEO, your leader,obviously their personality,
their persona is oftentimes apart of the brand.
And then often some brands haveto fabricate their own Tony the
Tiger, frosted Flakes, chesterCheeto Like they didn't have a
(18:34):
person.
They got a consumer package,good, and that's obviously a
large company with a sub-brand.
Heredes (18:42):
Mickey.
Justin Price (18:42):
Mouse, I'm making Cheetos, mickey Mouse.
So we can fabricate personas,but one way or another, if you
want people to connect with yourbrand, you've got persona and
then you have, like, the valueof the icon and the wordmark
itself and it's gonna go onpretty much everything and it's
just the cost of peoplerecognizing what comes outside
(19:06):
of your organization divided bythe growth you wanna have.
So the cost of peoplerecognizing it divided by the
growth you wanna have, or timesthe amount of people you would
like to grow by, in the cost togrow by it without recognition,
(19:27):
recognize, recognizing.
Heredes (19:28):
Can you cut that.
Justin Price (19:29):
Yeah, all right.
So the value of a brand isbasically gonna be something
along the lines of the wholeorganization's impact vision,
all the pieces right.
So you got things like yourleadership.
You got your personas of thebig personalities inside.
It might even be like advisorsor directors or CEOs.
(19:50):
Those personas oftentimes takeon a ton of value.
The logo really doesn't take ona ton of value.
It's like.
I know a great example that islike Dan Cathy Chick-fil-A.
You know His persona means morethan the logo does.
Except if I'm looking for aChick-fil-A and I'm on a busy
(20:10):
road and I'm trying to figureout where to turn and I miss the
turn and I gotta go to the nextexit, I'm not coming back for
Chick-fil-A, although for me,depending I might come back for
Chick-fil-A.
Coming back for those nugs man,but the reality is you might go
to the next stop and you mightnot have option for Chick-fil-A.
So there's a cost there.
And if the average car is like20 bucks I missed the icon
(20:35):
because it was just a picture ofDan Cathy I missed the icon, I
missed the turn, so you missedthe 20 bucks from that car, or
whatever your average car totalis and then you also have your
cost per opportunity of gettinga new car, a new ticket, a new
sale, and so if the icon candrop the cost, if a logo can
(20:59):
drop the cost, if it's causing aproblem right now where people
are passing and they can't seeit, they can't understand it.
You don't have a favicon, youdon't have your app, they don't
open the app because every timethey go to it they can't
remember what color it was,because you did black and you
put your wordmark in there andK-verse Jess, no, I'm gonna play
(21:21):
Devils Out Of you Hold on.
You said how do we look at thevalue of it?
Outro (21:24):
right.
Justin Price (21:25):
So the value is your cost to get a customer to
convert and what it can playinto getting that customer to
convert.
So everybody's gonna have adifferent equation.
Every organization there's noteven like a CPG is not gonna
have the same equation.
And then you also have to lookat the life of the current or
(21:46):
existing thing.
So when you change, you build abrand value based on the
customer's experience.
So you build brand value everytime the customer engaged.
They believe something about thebrand, good or bad.
We were just talking about abrand in Tampa that closed down
or filing bankruptcy and in thelast year their food service
(22:08):
kind of went down and so everytime I went and tried and they
didn't have coffee or the foodwas kind of bad and it was kind
of expensive, my thought of themand my desire to bring somebody
else there.
It kept going down.
The value of the brand wentdown.
That's a great brand.
If they were gonna change theirfood buyer and they're gonna
lower their prices, they'd be aperfect one.
(22:30):
To maybe change their name, notjust at a logo.
Heredes (22:33):
All of it.
Justin Price (22:34):
But they would maybe try to change their
identity as much as theypossibly can.
If they were gonna try torepair that Now, these guys,
they're probably just gonna filebank or bankruptcy.
They'll probably just fade intothe night and we'll be like
remember when that really coolplace was open back there and
they'll just and the guys whostarted it are great guys,
there's nothing wrong with them.
But they'll probably startsomething new with a new name
(22:54):
and it'll be fine.
Their persona is definitely apart of it.
They've got some personalitythat people know.
Heredes (23:02):
Queen country, I think, is what they're going for.
That's what's next.
Justin Price (23:08):
So if you cut that ?
So when you look at brandthere's a very complex picture
in value.
There's a complex picture thatyou have to understand with
changing it.
And so every time we talk tosomebody who goes I want a
cooler logo, we have tooftentimes go how long has your
logo been out there and havepeople been having a good
(23:29):
experience with it?
Because even if it doesn't lookthat cool, it has a value in
the sense that when people seeit they associate it with the
organization and every time youchange that you have to spend
money to educate your marketthat that is now still
representing you.
So if you wanna change your name, if you wanna change your logo
that maybe used to have yourname really big in it and then
(23:51):
now it's not, now it's just achicken, you gotta make sure
people know that that chicken isyou.
That costs money, and so thecost or the value of any logo or
icon project is going to beyour previous knowledge, looking
at the history of where you'vebeen at and then your current
(24:13):
customer or growth acquisitionformula and what kind of
variable it can make in it.
And when we see really badproblems like inconsistency, we
oftentimes suggest not changing,but just tightening up,
simplifying the rules aroundyour brand.
(24:35):
Things like when you see aCoca-Cola bottle this is my
favorite thing ever isconsistency.
The Coke's packaged and they'vegot this bottle shape.
They've even worked it intotheir icon set right.
They've had it for 75 years.
If you see a piece of a Cokebottle broken in the street, you
(25:01):
know it's a Coke bottle withoutred and without the word mark.
That is incredibly strong,Costs billions and billions of
dollars to get there.
Heredes (25:10):
That, or they broke into your car.
But right, you'll know.
Justin Price (25:13):
No, I know the difference between my broken
glass in the car and a piece ofa Coke bottle.
Collin (25:18):
That was a joke.
If anything, it makes you likethe thief more, cause you're
like, oh, at least he's a Cokecustomer.
No, it is fascinating.
Heredes (25:24):
Obviously.
And then you're talking theyears, the time, the consistency
.
They've refined it over time,but they've maintained
consistency and they'vecontinued to drill into the
focus logo, the focus set.
Justin Price (25:38):
And the top luxury experience in Coca-Cola is
still drinking Coke out of aglass bottle.
The same shape, yes made inMexico.
So good Real sugar.
Heredes (25:49):
I wanted to get in here , justin, because if our
listeners nonprofit ministry itmakes sense with CPG's, consumer
packaged goods or brands thatare selling a product, a Coke
bottle or that's not mynonprofit, though that's not my
ministry I'm not handing them.
So why I get it on a Nike shirtthat that shirt costs five
bucks.
I put a Nike logo on it, it's50 bucks.
(26:11):
So how does that?
Why does that matter for myorganization?
How does that play into what Ineed?
I'm fine.
It's just about who I am andit's our reputation and we're
doing great work.
We're doing, you know, goodministry and we're, you know,
reaching these people.
Logo doesn't matter.
Justin Price (26:26):
Yeah, I always say that that's a great point, it
doesn't matter.
I was thinking about Logoproject we're doing with Grace
Family Church.
Outro (26:35):
Hmm.
Justin Price (26:36):
They have the same sign in front of their church
that they've had for like 10years or 12, 15 years since the
building opened since thebuilding opened, they never
spent the money to change andput a new logo.
They've had a couple differentlogos and the same sign is still
out front.
Heredes (26:52):
Yeah, what fastest growing, growing church in the
country the fastest growinglarge church in America.
So logos don't matter.
Justin Price (26:59):
I.
I just think it'd be hard toargue if the fastest growing
large church in America hasn'tchanged in.
Put side that it matters.
Heredes (27:07):
All right, it's a wrap.
Thanks for listening, guys.
And you can no longer findlogos on our website as a
product now now.
Justin Price (27:14):
Well, I mean, I'm a big.
I'm a big logo fan, like I likebranding, I like logos.
I've been making logos since Iwas in high school, but the I
remember when you and I firststarted working on that project
H Like don't bring me into wekept saying we kept saying that,
like it doesn't really matter,uses pseudonym.
(27:34):
So See, that's I brand I don'tknow if everybody will associate
with.
I Don't want to educate themarket that that cold foam is
age, but that's such as I see acold foam, but I Love.
I love the ability to talk toorganizations to evaluate it
(27:57):
whether or not it's a need.
And so why?
Why would a church that isGrowing that fast?
Well, because we know how muchit costs To get a new person to
walk in the doors.
We've been running marketingfor them for three years.
We have all of the data and weknow that one of the problems is
is that they have a reallylarge social media team.
They produce a ton of content.
(28:18):
They have four or five insanelyvaluable sub brands they've got
.
They've got zone Doingincredible work.
Youtube, I mean some of thebest kids programming in the
world is coming out of.
This church has no connectivityto the icon or to the name
Grace Family Church.
(28:38):
It has no connectivity tobeautiful no connectivity which
is a win, which is a women'sministry that's doing incredible
.
They put on an insanely greatconferences and in groups and
curriculum, and I could go onabout a lot of the different
work that that Grace FamilyChurch is doing.
But the Icon was dropped andthey try.
(29:01):
They started playing aroundwith different wordmarks and
while they kept a blue, itactually wasn't always
consistent because it's it'sexpensive and it's hard to be
consistent.
And then they started torealize that the icon they had
that they had purchased forabout a hundred bucks off of a
site called 99 designs, which Ihave no problem with 99 designs
(29:21):
we refer a lot of people to 99designs and I think there's a
great place for that.
I think it's about a thousandbucks to two thousand bucks now
to use them.
But but back in the day whenthey bought their logo from
there, they bought a verygeneric logo that it actually
about a hundred other churchesalso bought, and so when you saw
their logo, which was like across and a circle, you didn't
(29:43):
really know what church that wasrepresenting in the blue.
You didn't really know Was thesame church that was Grace
Family Church.
So you really were stuck toseeing the whole word mark.
The icon itself wasn't doingthe job.
And then, when the word markstarted changing and the icon
was being dropped out and socialwas doing something and
beautiful Was doing somethingand zone was doing something,
(30:05):
we're missing All of thisincredible work, and if it could
have just had one icon thatidentified it, that was unique
and stood out, you could havegrown without having to spend
money running ads.
You could have grown from allthose other things where people
could make an association, abrand association that we're
paying for as we try to grow andreach people that don't know
(30:28):
anything about that organization.
And so consistency, tighteningup the brand and helping an
organization a lot oforganizations it's not the thing
that that makes them good, butthey're great.
Organization, your organizationmight be amazing, but if people
are interacting with pieces ofit or people of your
(30:49):
organization and they're in yourpeople are wearing a shirt or a
hat and they can't even connectit back Because it's not
legible or because it's not thatappealing, or like People
aren't wearing your stuffbecause it's not that cool or
that good equality Then you'remissing out on this opportunity
for people to associate back towhat your organization is.
(31:12):
And so I Look at this veryholistically and I look at the
formula as a very loose and Ijust start to say, after 20
years of doing this, there's acouple things I'll take away
that I'll just I'll throw downhere.
The first takeaway is Put yourlogo in your branding.
It be consistent with it.
That's the first one.
(31:32):
Even if it sucks, stop changingit, just just be the sucky,
just just keep it Consistent andcommit to it.
The second thing is is put iton the best thing you can.
Okay, did Nike check itselfpositioning?
is not Good.
It's not all.
It's a long format.
(31:53):
It's a very thin line in a bigsquare or a circle.
From a balanced standpoint, hastoo much negative space around
it.
It's not necessarily the bestlogo, agree.
The second that MichaelJordan's foot slips into a Nike
though that thing is worth abillion dollars I, because he's
on the best basketball player,one of the best athletes that
(32:16):
ever lived and then, way beyondthat, was their deal to make
Nike associated with Jordan, aslike a he's a owner, like he's
getting sales from everything,and then putting the Jordan
brand into Nike brand, so aslike a core sub brand, right?
So you put the best athlete inthe world as one of your sub
(32:37):
brands.
That's a pretty amazing personastory, right there, right?
So I say all that to say.
Second thing is put your logo onthe best thing.
If you have influenceinfluential people in your
organization, spend the money toembroider a good quality shirt
that they wanna wear, because ifthey wore it twice as much as
(32:58):
they wore your crappy shirt,you're getting way better
exposure.
I think shirts, hats andt-shirts, golf shirts, whatever
it is are by far your best as anorganization.
They're way better thanbillboards.
I think they're your best bangfor your buck.
I'll spend 20 bucks all day toput my logo on somebody who I
(33:20):
love, I believe in, I supportbecause they have the
opportunity to actually engagewith somebody else in the
community and to represent thebrand as a persona in the
community, and so that's mynumber.
Two thing is put it on the verybest thing again, whether
that's your best people, whetherthey're on staff or not, give
those shirts away to everybodypossibly can.
(33:44):
And the last takeaway I willjust say is focus on what you
can do well and stop spreadingyour brand thin.
And so I would just say like,if you can just do one shirt,
just print one shirt well, don'ttry to print 3,000, print one
shirt well.
If you can do one giveaway, doa good giveaway.
(34:05):
That's not gonna end up in thetrash and give it away to less
people, make it less accessibleand it might feel
counterintuitive, but I just I'ma big fan of quality over
quantity and for your brandunless you are specifically
trying to say we are a cheapbrand and we want people to feel
(34:28):
cheap things I would say go forthat.
Quality, quality experience,quality engagement, quality
resource and so the things youdo, even if it's just tightening
up your organization, cut outyour bad programming that you've
been like.
You spread yourself way toothin, and so we can get in
strategically and say, hey,there's just a 10% trim or 15%
(34:50):
trim Verse.
I mean, we have to do thisevery year.
We have to trim things up.
We've got a product offeringsthat just don't make sense
anymore.
We got to trim them off andstop doing them when they're not
really that valuable.
They're not that good, they'refocused on the quality.
Stick to the thing that's themost valuable.
Heredes (35:07):
Anyways, there you go.
I love the trap with thisFavorite or iconic, a brand that
you feel connected to, you feelloyal to what comes to mind.
I think you're wearing yoursright now, justin.
We got to talk about thisbecause I've been staring at it
little hoodie envy going on hereright now.
But tell me about the threestripes you're wearing.
Collin (35:30):
Man, I missed a great Victoria's Secret joke right
there.
I would have been.
Justin Price (35:38):
I don't really have a good brand that I can.
Really that I feel comfortabletalking about.
Heredes (35:43):
Wow.
Collin (35:46):
Is there a client that we have that you'd feel
comfortable?
Justin Price (35:48):
shouting out I feel like the great.
I really just said Grace wasusing a brand.
Oh yeah, which we did a lot ofthat and I think I honestly I
tell people I'm proud of thatchurch and I'm proud of going
there.
So you want to go head to headon that?
H yeah, yeah.
Collin (36:06):
Are you proud?
H oh man.
Outro (36:12):
Yeah, I love their logo, Love it.
Heredes (36:14):
Xbox.
How was that?
Justin Price (36:22):
How was the talking about that Grace logo?
Was that a pretty good answer?
No, you can cut it.
Heredes (36:29):
No, it's good.
I think it's a good one to talkabout.
It's also vision casting thatgood, it's good.
Justin Price (36:42):
The filter with.
Heredes (36:42):
Grace is just like it's tough for me with a Grace
context.
Collin (36:44):
Outside of that, all good, my only thought with it is
if they hear it, is it going tocome off negatively in any way?
Outro (36:51):
No.
Collin (36:51):
Is it going to come off like we were like?
We're mashing the ones whoaren't like on board.
No, I think that'd be my onlyworry.
I feel like it's probably oneof our strongest examples of
branding.
Justin Price (37:07):
The logo that we don't have on this one.
Heredes (37:09):
Yeah, that's what I'm saying, Just because it isn't
because it's getting rejected.
It's getting rejected by theway, they're starting over,
which they're not, but they are.
So that's what to me, it feelslike.
But that's on them, not on us,really.
Collin (37:20):
Yeah, how many times have we started over?
Yeah, seven.
Heredes (37:25):
Basically.
Outro (37:26):
Yeah.
Heredes (37:27):
Let's do another, or do you want to?
Well, we can wrap this one.
Justin Price (37:31):
I'm just trying to think through like I'm
concerned because most of thebrands I really like are they're
not going to be relatable tothe ICP.
Heredes (37:40):
I know yeah.
Justin Price (37:42):
I don't want to talk about fear of God, Adidas.
I don't think that's relatablefor the ICP.
Collin (37:48):
I think you made a big deal about GFC, so that's an
example there.
Heredes (37:53):
Okay, let's go here, let me phrase it.
Tell me this, I'll talk aboutan organization.
Hey, as we wrap, tell me abouta logo, slash, brand, slash,
identity of an organization thatover time, you've connected
with or has built trust that youwould give your money to, that
you would volunteer at that youwe talked about Grace today.
Obviously, the reputation inTampa Bay area and beyond is
(38:15):
excellent.
The brand matches that, thepersonnel matches that.
What others have done that foryou guys.
Justin Price (38:21):
I mean the Tampa Bay area specifically.
There's a ton of really goodorganizations.
We work with a lot of them andI'm super grateful for those
opportunities to work with them.
There's organizations that aredoing a lot of work, that are
(38:45):
pretty broad and widespread, andone that I think is really
doing a lot of work and andgives away a lot and has worked
hard to build a reputation ofbeing good stewards of the money
you give and the time you giveto them is Metropolitan
Ministries.
I think you know you'll seeadvertising from them around
(39:09):
town and you don't feel like Ican't believe they're getting.
I mean, maybe it's just me,because I know that they get out
.
You know they'll get billboardsfor free Because they have such
a good reputation and so Idon't feel bad that there's.
You know they're on a billboard.
Heredes (39:25):
I had a recent experience that for me was
inverted the icon and the nameof Identified and I've known
forever, which is Advent health,never had to experience their
brand until recently, had totake one of my kids in for a few
nights into the hospital andboy I'm telling you, it was an
incredible experience.
No way it felt like I waspulling up to a resort.
(39:45):
The care was incredible, thepersonalization, the
follow-through.
I'm talking I was sold, Ihaven't seen the bill yet, my
insurance will handle that.
But to connect that brand nowwith that experience at a time
of pain, how they met the needand how they comforted us very
in, very, very impressed.
Which hospitals and health careand ERs and urgent cares they
(40:09):
usually don't right there, right.
And then that one, and it wasunique to the one we went to,
maybe because of the peoplethere.
So I commend them, will linkyou to this, put the link on
that location, on this episode.
But I was impressed.
It really created that.
I'm talking from what they werewearing on the front, the
consistency to the pins and thejackets, the overlays to the
smell of a hospital lobby, tothe Paintings and the
(40:33):
consistency to the the walldecor.
I mean all it was incredible.
I was, I felt like a hotel, aFour or five star hotel Lobby
experience.
And then we get into the room,obviously pediatrics and for
kids, the attention to detailfor the kids, asking my son what
their favorite toy was and then20 minutes later Popping in
(40:54):
with the little car toy for himto change.
Change the game, change thegame.
Justin Price (40:59):
That's really a very impressive.
Heredes (41:00):
So props to admin health well.
Collin (41:02):
And I'm gonna say like their logo you guys, you stop
doing vacations.
Justin Price (41:05):
I noticed you just keep going back.
Heredes (41:06):
I call in sick and I show up to the hospital right I?
Justin Price (41:10):
I hear I've been feeling bad sending meals to
your house, but turns out youguys have just been living it up
down at out bed.
Health brother, their chickenpicadas.
Sleeping conditions are not atthat level, but it's been trying
to like take clients to thehospital.
(41:30):
He's like you got.
Heredes (41:35):
Oh, don't listen to these guys, which one is it?
Justin Price (41:38):
Where is it?
It was, it was in um I.
Heredes (41:42):
Gotta look into that.
Yeah, no, you honestly, you'dbe impressed, you would.
Their coffee shop in the lobbyis incredible, is it?
It is, it's the one on the endsof Bruce be downs and it's in
the end of Carol.
What air, I couldn't tell youthe address, but oh, it's not
it's not the hospital in vandyke.
It's not the one on van dyke.
Okay, no, it's.
Yeah, it's not even the closestone to me, but but you'll drive
(42:03):
past a couple you know, and thespa, their pool I'm sorry I've
been health.
It's incredible.
We'll find, we'll give you theprops because your staff was
amazing and is amazing andgrateful for the care of having
health.
Colin, last one and we're outgo, I gotta give one billion
dollar branding project.
Justin Price (42:23):
Yeah, that's a super tough one, yeah, uh.
Collin (42:29):
You don't need to hear mine.
This has been enough.
So thank you so much forlistening to the nonprofit
renaissance.
We will see you next time, bye,bye.
Outro (42:36):
Thanks again for listening to the nonprofit
renaissance.
We hope it ignites arenaissance in you and helps you
go further and grow faster.
Be sure to share, rate andsubscribe and if you'd like to
recommend or be a guest on ourshow, send us an email at
podcast at first creativecom.
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