Lisa Ryan: Hey, it's Lisa Ryan. Welcome to the Manufacturer's Network podcast. I'm excited to introduce our guest today, Jim Huebner. Jim is the founder and CEO of Huebner Integrated Marketing, a 33-year-old firm dedicated to helping companies become more relevant to their customers and more profitable. From the world's leading recreational and emergency vehicle manufacturers to specialty baked goods and high-end power equipment makers, the firm has guided dozens of companies to more meaningful positioning, messaging, and relevancy since 1989.


He recently published his first book, The Irrelevant Old Brand, about why businesses fail and how to avoid becoming irrelevant. So Jim, welcome to the show.


Jim Huebner: Thanks. It's an honor to be here.


Lisa Ryan: So, share with us a little bit about your background. I know you have an extensive manufacturing background, but how did you get to do what, doing what you're doing?


Jim Huebner: Yeah, that's a good question. I always wanted to have my own business. I discovered in college that marketing was going to be it. I had some marketing positions before I started my agency in 1989. And about six years into it, we worked with many local clients, banks, doctor's offices, and insurance companies.


But they're all local, and we had a large manufacturer in our town. So I got an opportunity to do some work for them. One of their divisions was an RV recreation vehicle division. So it was fun doing marketing for a company that, in a vertical market, was selling products all over the country, even around the world, as opposed to just doing some local things.


So that was fun for us and more challenging and exciting. And we ended up in the late nineties just focusing on manufacturers in vertical markets selling their products worldwide. And that's all we've done since then. And yeah, that's how we landed in manufacturing.


Almost all of our clients are manufacturers of some product, and they all have the exact needs. So that's to understand how they're most relevant in their marketplace and how they can be more appropriate. And we help guide them through that and then help them communicate that to the world.


Lisa Ryan: So, what are some of the biggest mistakes manufacturers make regarding their brand?


Jim Huebner: I don't want to overuse the word relevance too much, but everything in my book has some kind of connection somewhere.


They're not all the same industries and things, but they are from many of our real-life stories. But often, manufacturers will find they got a good foothold in the marketplace with a great product. Over time needs change society changes. There are all sorts of changes.


And unless there's this intentional methodology to determine how relevant you remain in that marketplace. They tend to drift a little bit. Sometimes it ends up just being a messaging issue.


They're just saying the wrong things about themselves. So instead, they must focus on what is most meaningful and relevant to their customers. That's a more straightforward fix than sometimes when a product becomes completely irrelevant. Think blockbuster, or there are many situations where our society changes so much that a product is no longer relevant.


But that's what tends to happen. They sometimes need to catch up on what their message should be or how their product works. There's some innovation with their type of product that they should have included. And they sometimes need to retool and figure out what else they could be doing differently that's more meaningful and relevant to the customers.


Lisa Ryan: What would be some signs they may need to address relevancy? How would they know that they have some updating to do?


Jim Huebner: Yeah, in the book, we outline our process. There are a lot of different ways to skin that cat. Our process is undoubtedly the way we do it. We recognize there are lots of different ways to do it. We start by doing some research and having a lot of conversations and a lot of surveys and things going out to find out why those customers are doing business with us in the first place.


And why don't they do business with us? How critical are you to their success? How important is it that you're selling them what you have for their success? Because a lot of times, if you're just a commodity, that can be a considerable challenge. Suppose you're just a commodity and have yet to find a way to differentiate.


I wrote an article once on how to not sell on price. But, of course, it would help if you were not a commodity. A CEO of one of our clients called me in because he wanted to discuss how we're getting commoditized.


What do we do about it? And that's where a relevancy report comes into play. In the relevancy report, our goal is to uncover where those opportunities are. Where can we be more meaningful and more important to our clients? And it's sometimes about more than just the product.


Sometimes it's just about how the service is deli...