When it comes to rebranding, there’s no room for mistakes
the rebranding conundrum. Companies don’t want to lose valuable brand
equity and awareness that they’ve worked so hard to build, but they also
don’t want to become stale and stagnant. Within an existing brand are
equities that the brand has built over time such as taglines, colors and
implied messages that are consistently repeated in communications and
represent the hundreds of options for communicating a brand’s value.
Everything that a company does and all of its equities must work together to tell the brand’s story.
Deciding to alter that story with a rebranding investment
carries risk, but it can also deliver big rewards if carried out
For those companies who have decided to undergo a
rebranding effort, there’s no room for mistakes. Not only does
rebranding require a lot of time, money and resources, but the company’s
reputation is also at stake. If not executed flawlessly, a rebranding
effort can backfire, and even damage rather than enhance, a company’s
1. Lack of an over-arching comprehensive plan:
Brand implementation is all about building one over-arching
strategy-based plan, setting clear objectives, developing a realistic
schedule and getting the right people involved at the right time – all
heading in the same direction. So many steps are involved in a
rebranding initiative ranging from determining brand rollout strategy to
launching a brand identity audit to measuring the overall program.
Without one comprehensive plan in place, a rebranding effort can easily
derail and fall off its tracks.
2. Not having one overall brand champion: On its
own, a rebranding initiative can be extremely complex – and having too
many cooks in the kitchen without one clear owner of the initiative is
only going to add to that complexity. With one set of experts working on
the design aspects of the brand and another managing the construction
and implementation, it’s critical that one brand champion owns the
overall initiative to ensure there’s open and ongoing communication and
that the project is implemented consistently across every market and
country. Most brand champions come out of a company’s Marketing, Real
Estate or Facilities groups.
3. Lack of a centralized process: An effective
rebranding effort needs to be managed centrally to ensure consistencies
and efficiencies are achieved across the board. When decentralized,
there are too many variables that can’t be controlled. For instance, if
different vendors are being used in different countries to produce new
signage without a centralized process in place, the signage in one
country may appear different from the signage in another country, which
can completely dilute the brand.
4. Not having full support and buy-in from executive level:
Securing buy-in from key executives is critical to a successful
rebranding initiative. Without it, it’s not only more difficult to get
cooperation from the various business units, but it’s also harder to
rally and engage employees around the new brand. A strong rebranding
initiative has to be embraced by everyone in the company – from the CEO
to the interns – in order for it to succeed.
organizations refresh their corporate brands once every seven to ten
years. Since branding isn’t a core competency for most companies,
bringing in a team of rebranding experts who do this type of work day in
and day out can help a company ensure the rebranding goes off without a
With so much at stake, including your company’s reputation
and bottom line, there’s simply no room for mistakes when it comes to
See how we helped Nextel Latin America
rebrand more than 2,800 retail locations across five countries in less
than 18 months, and drive vendor and cost efficiencies that saved the
retailer more than $10 million in the first year alone.
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