Re-Branding

My definition of rebranding: the process by which a person or set of persons delves into an exercise of research, participation and collaboration of a company or product in order to enhance or give a new life energy to the company or product for which they have been hired.


Other Definitions

1
Re-branding is the process by which a product or service developed with one brand or company is marketed or distributed with a different identity. This may involve radical changes to the brand's logo, brand name, image, marketing strategy, and advertising themes. On the other hand, it might involve merely superficial changes.

2
Rebranding is the process by which a product or service developed with one brand, company or product line affiliation is marketed or distributed with a different identity. This may involve radical changes to the brand's logo, brand name, image, marketing strategy, and advertising themes. These changes are typically aimed at the repositioning of the brand/company, usually in an attempt to distance itself from certain negative connotations of the previous branding, or to move the brand upmarket.

3
Rebranding is the process of giving a product or an organization a new image, in order to make it more attractive or successful.

4
brand identity as a key to success

5
to change or update the image of (an organization or product)

6
a change to the brand name, logo, or image of a product or company

7
Rebranding is about realignment

I've written on rebranding before, but its a decision-making process that merits more discussion.

Most IT vendors are not "startups", in the strictest definition of the term. Most are small companies that are actively selling and winning first customers, then servicing and supporting those customers while working to improve their product or service. Most have active PR and other outbound marketing initiatives that build awareness and fill the sales pipeline. All assert their positioning in the marketplace relative to competitive alternatives.

In a new book Why Johnny Can't Brand (Portfolio 2005), authors Bill Schley and Carl Nichols explore when and why companies should rebrand. They argue that many companies rebrand prematurely or unnecessarily, shooting good brands in the foot instead of strengthening them. The three most common catalysts for misguided rebranding are: new executives trying to make their mark, the need for instant gratification trumping long term commitment, or organizational malaise/boredom.

To gain a foothold in the market, small to mid-size B2B technology vendors typically "chase the money" - closing business for the sake of the reference and the revenue, thanks to the sales staff's existing relationships. If branding's maxim is "customers create your brand", then what happens if some of these early customers fall outside of the positioned target market? Over the years it typically takes a vendor to attain critical mass, markets are in constant flux. Differentiation can be challenged by new competitors or emerging trends. Since "brand happens" with or without the vendor's active stewardship, the result over time can be a spotty understanding of exactly why customers utilize the product or service. The daily demands of customer growth and pace of market change can outdate, dilute, or distract a brand.

Such ventures are prime candidates for Rebranding - which doesn't always have to mean a complete overhaul. Rebranding can in fact have nothing to do with redesigning visual assets (logo, tagline) and instead focus entirely on operational or internal mindset changes. Rebranding is essentially an exercise in realignment. It is rediscovering the single unifying principle that aligns the organization with its customers. It means listening as those who bought tell you why you are special, why your offer resonates, and why your product is relevant. It is evolution more than revolution, but holds great power to re-energize a company.

If you are considering Rebranding, make sure it's not for one of the reasons Schey and Nichols cite above. A quick brand audit is a great way to get a read on if your brand is truly misaligned, not just fatigued. A reinvigorated brand can deliver more qualified sales leads & stronger customer loyalty, but brand equity needs time, dedication and maintenance to grow. Rebranding should not be undertaken lightly, and management support is a critical success factor.

8
to take an improved product, rename it and market it as new

9
Too often companies perceive rebranding as a shallow cosmetic exercise. New PMS colour here, tweak of the logo there and throw in some nice TV ads. Done deal.

Not so - in order to compete, be differentiated and sustain a competitive advantage organisations need to push the brand much deeper to their internal core: their people.

If you think that your customers are highly suspicious of marketing, cynical of advertising, brand literate and have their bullshit detectors fully tuned in - double it for your staff. If anyone is cynical and wised-up to the 13 different catch phrases you have tried to sell as brand statements - your employees are. If you can't sell and motivate your own people on your new brand, how can you expect them to deliver it when it comes to that all-too important customer experience ?

This isn't rocket science. We all know that companies always seem to obsess about the customer and overlook their real asset: their people. Deeper still - people extends to their business partners (note: not suppliers). This includes your agencies, in-house print management, distributors and outsourcing partners. The way you treat them will also reflect and affect your brand and you can never underestimate word-of-mouth reputation.

As marketeers, we too often jump straight onto the cart (the communication) without thinking about starting with the horse (our people).

By starting with your people, involving and consulting with them will make your rebrand real. So before you book your GM's diary and line up your big ad agency for that half-day offsite, speak to your people first. And this doesn't just mean going and talking to front-line staff. Think and identify all those key stakeholders who are the key influencers within your organisation e.g. heads of call centre, online, sales, PR, internal comms and human resources. Make sure you get buy-in from them. Without it you could be up against internal politics and potential 'de-railers'. By forming this group of allies, you have them on board early supporting the rebrand process. Find out what they think of your brand's current health and explore their knowledge levels on brands. You can't expect them to contribute and critique brands without first understanding why your brand is so important.

10
to change or update the image of (an organization or product)



The Top 20 Mistakes Marketers Make When Rebranding — And How to Avoid Them

Smart marketers evolve their brands over time to keep them relevant. Some do it well, while others
become the target of cynical bloggers. To gear your next rebrand for success, sidestep these
all-too-common mistakes:

1. Clinging to histor y.
Rebranding well means staying relevant. Assumptions made when the brand was established may
no longer hold true. Analyze changes in target markets when exploring opportunities for brand
expansion, repositioning and revitalization.

2. Thinking the brand is the logo, stationery or corporate colors.
Brands encompass everything from customer perception and experience to quality, look and feel,
customer care, retail and web environments, the tone and voice of communications, and more.

3. Navigating without a plan.
Effective rebrands rely on a creative brief to keep everyone focused as the project progresses.
Include sections for a situation analysis, objectives, target markets, budget and resources, timeframe,
point person, known parameters, approval structure, stakeholders and metrics for assessing
results.

4. Refusing to hire a branding consultant without industry experience.
It’s ok to consider an agency that hasn’t worked in your specific industry before. Sometimes it’s
ideal – especially if you’re serious about a turnaround. Smart companies recognize the value of a
fresh perspective.

5. Not leveraging existing brand equity and goodwill.
Dismissing brand equity when rebranding alienates established customers, while unnecessary
overhauls can irreparably damage a brand’s perception. Consider the needs and mindset of the
target market carefully before digging into the process. Sometimes a small evolution – or a new
coat of paint – is all that’s needed to rejuvenate and make a brand relevant.

6. Not trying on your customer’s shoes.
Simply calling your own 800-number or receptionist may reveal challenges customers face and
inform your rebranding strategy. Take the time to navigate your own website, buy your products
and return something. Better yet, ask a friend or family member to do so and learn from their
experiences.

7. The rebrand lacks credibility or is a superficial facelift.
The rebrand’s story must be believable given the existing brand experience and customer perception.
It must also hold credibility internally. If employees who live the brand day-to-day don’t
believe, the target audience won't either.

8. Limiting the influence of branding partners.
Good branding consultants are more than graphic designers. The best ones help develop new
products, expand demographic focuses and even streamline business operations. Rein them
in when needed, but don’t limit their areas of influence.

9. Believing rebranding costs too much.
Good thinking doesn’t have to come with a multi-million dollar payout. You can get good thinking
and solid strategy from small and talented branding agencies, consultants and in-house talent.
Consider university students or small firms for cost-effective results.

10. Not planning ahead for adaptation.
It’s tempting for team members to walk away after the final presentation, however this is just
the beginning of the final stretch. The implementation process may require adaptation as the
rebrand rolls out. Acknowledge the need to keep the team and consultants together throughout
implementation.

11. Bypassing the basics.
The value of perfecting your physical environment, marketing materials, website, etc., is
decreased if your customers languish on hold for inordinate amounts of time. If your invoices
and contracts are written in 7-point legal jargon, the brand experience declines. Keep all customer
touchpoints in mind when rebranding.

12. Not calling the call center.
Often ignored in brand strategy sessions, customer service and other front-line staff can yield
valuable information. This is the proverbial buck – the place where customers are the most
honest, no matter what research indicates.

13. Forgetting that people don’t do what they say. (They do what they do.)
Use caution when basing rebranding strategies on focus group-type research. Unless you’re
physically in the customer ’s environment observing them using your product or service, you’re
not getting the full story. Actual observation, while not perfect, will get you a lot closer to the
right solution.

14. Getting strong-armed or intimidated by consultants.
It’s the client's responsibility to reel things in when necessary. You still know the most about
your brand and organization, the value of a non-immersed, fresh perspective notwithstanding.

15. Putting the wrong person in charge.
Assuming you’ve hired capable-to-outstanding branding consultants, the quality of the work
delivered depends on sound, knowledgeable project management. Make sure your internal
point person has the skills, time and resources to drive the agency to its most effective work
yet.

16. Strategy by committee.
Too many opinions delay the rebranding process and diffuse the focus needed to achieve
ROI. Keep those with critical approval authority to an efficient shortlist, and assemble the
smallest, most essential project team possible. Include a mix of levels – not just executive.

17. Rebranding without research.
There’s a lot of lip service about customers, but in brand strategy sessions they’re often forgotten.
Current and prospective customers should be front and center when creating solutions.
After all, the customer will be your ultimate test. Check sites like ReBrand.com for
informative case studies.

18. Basing a rebrand on advertising.
An ad campaign and a slogan do not equal brand positioning. Brand strategy should lead
advertising – not the other way around. Sometimes the most effective rebrands don’t include
traditional advertising.

19. Tunnel focus.
Focusing solely on your own industry can be limiting. When rebranding, cross-pollinate your
thinking with what leaders in other industries are doing in regard to customer experience, retail
experience and customer care. Pull in thinking from different industries and encourage your
agency to do so.

20. Believing you’re too small to rebrand.
Every brand needs refreshing to stay relevant as markets evolve. Smaller companies and
non-profits are not immune. Like larger brands, they too have brand positions that need to be
enhanced. Define your brand or be defined.