5 burning questions on rebranding

by Vibe Bangsgaard, Brand Strategy Director

Looking back at the past two years, we have all faced immense and sudden changes with acrobatic skills we didn’t know we possessed. But if you think we’re done with change, think again. It seems change breeds change, as people re-examine, re-adjust and some even re-start aspects of their life. Hungry for meaning and human touch, we scrutinise our values and shift our expectations. We leave our loyalty with those who can give us both and turn our backs on those who don’t. So, what does this mean for companies looking to breathe new life into their business?

It’s always good to get some outside perspective, so I decided to catch up with Anaezi Modu. Anaezi is Founder and CEO of REBRAND? and producer of the REBRAND 100? Global Awards – the highest recognition for effective brand transformations. Anaezi provides global case studies for winning brands based on a 1,000+ library of brand transformations in just about every sector around the world. She speaks, writes, consults, and is probably the best person in the world to ask five burning questions about rebranding.?

To hear more from Anaezi, sign up to our?Make? Conversations?webinar (our March 10th), where I discuss rebranding and implementation with Anaezi and Marc Cloosterman from VIM Group – world leading implementation partner.?

1.?What is happening with rebrands from a global perspective?

There’s a lot of movement outside the western world. When we started out, the top five rebrands came from the US and Europe. However, in 2020, of the top five, two were from China, one from Australia, only one from the US and one from Japan. While a lot of companies in the west think they are ahead, other places are not only catching up but really surpassing the game. In some African countries, where they don’t have landlines, they’ve literally leaped to mobile and are masters at it. And it’s similar in the brand world. Huge pole vaults! So, while some of us have been sitting back on our laurels, there’s a lot of movement elsewhere. People are smart and they have examples from the western world to learn from, and in some cases are maybe hungrier and have less obstacles in the way of legacy challenges to worry about.?

2.?What has changed over the years? What patterns do you see?

People want the feel of humanity. In this digital age, we do need the digital tools, but we are also now hungry for the human touch. The feel of humanity. Even if you are a hundred-million-dollar company, we want to feel that you are human. With the pandemic, everyone is re-examining everything – they are looking for meaning and it’s being expressed very boldly. They want to be fairly paid, but they want a company with purpose. And that is a universal need. Ultimately, when you get beyond the basics, you want your life to have meaning. Brands that are smart, that are learning, that are ahead of the curve, are figuring out how to integrate that in whatever they deliver. Some companies still think the concept of purpose is fluff. However, several studies prove that purpose-driven, authentic businesses are more profitable.

The new town square is social media. We’re in a digital-first world in many respects. But the emphasis from 10 years ago has shifted and websites, except for e-commerce sites, don’t hold the same importance anymore. Of course, you still need a website, but the new town square is social media. People live there more. Many websites have a general ‘about us’ section, but they may have a landing page, where you have to sign up to a podcast, a webinar, an e-book. People want it to be focused and narrow; they want to come in, get something and get out. The touchpoints are shifting, and many don’t live at sites the way we used to. Years ago, we read content, but people don’t have time to read extra-long text – it’s information overload! 10 years ago, we hardly ever saw a video, but these days we get many that tell the story; it’s easier to consume that way.?

We’re in the age of glass box brands. Digital and social media connects the world and creates radical transparency. People can see right through your company. They see your people, your processes, your values and what you feel about what you’re doing. Your corporate culture is your brand. Employees leave every night, even if they are working from home, they cut you off and they have another world, where it’s very easy to reveal what you’re not doing right with them or the planet for that matter. So, authenticity is no longer just lip service, it has to be real.

Search is huge. And then there’s the way people find brands. Search is huge! Google is helpful and scary at the same time. The same for Amazon, LinkedIn – they are all search engines in my mind. You may have more followers elsewhere, but in the B2B space, LinkedIn is where many of the decisions are made. Companies must realise this isn’t just talk. This is what people want, this is where they are. You would have to have compelling reasons to get off social media and spend more time on your website.?

3.?There are many good reasons to rebrand. Any reasons not to?

With the pandemic, I bet many companies are thinking of rebranding. I tell everyone to make it a last resort. I often see new leaderships that want to make their mark. But you can do a lot without a complete overhaul. A gut-check - what’s going on? What has shifted? There’s no set it and done. It’s an ever-evolving process, so you don’t necessarily need an overhaul, just because a new CMO or CEO came in and feels now is a good time. Even worse is when people on the inside say they are sick of the logo or other visual elements because they live with them every day, but their customers aren’t, or care more about other aspects that matter to them. You, internally, are not necessarily the right barometer for what is going on with the brand. Please get outside your bubble to learn the meaningful changes that empower your employees, customers, and larger community.

For more insights from Anaezi on reasons not to rebrand: Think you should rebrand? 7 reasons to think again

4.?You are writing a piece about rebranding mistakes to avoid, and I know there are many!?Which do you consider to be the gravest?

One mistake I see is that the internal team is not engaged from the start. They may not be empowered to speak up or to share input, but they know and see a lot, especially if they have direct contact with customers.?

Also, companies don’t spend enough time helping employees understand and embrace the brand mission. They may say “Here’s a launch and here’s where you can download this and that”, but they don’t do enough training. A company’s market capitalisation could have as high as 20% attributed to the brand. Even if it’s just 5%, that is a significant portion of your annual revenue. So why, during orientation or onboarding of new talent, would you just say “Here’s our mission and what we believe in”, and that’s it? It should be ongoing training, ongoing reminding of what the strategic narrative is, to make sure they’ve bought into it and can help shape it. Everybody plays a role in the quality, the strength, and the success of your brand, in the core of what you deliver. Don’t just say “Here’s our purpose”, and then put it on a shelf. You have to remind and refresh and keep people remembering the role they play in all of this, which is ultimately about profit for those who care about the bottom line. It’s an investment, that I don’t see a lot of the major brands making to help ensure future success.

Another mistake is about perspective and expectation transfer. Customers expect the same behaviour from different companies. If, for example, a bank is doing something right, the customers of that bank now expect that same behaviour from their grocery store. Who you compete with is far from your industry vertical. I recommend to everyone, please get out of your industry and be open to the best ideas from anywhere. Look at your competitors for 25 - 45% of the time, but for the rest, consider the best in class beyond your competitors and then integrate what applied to you and your customers. That’s how you beat your competition, because most of them are in a status quo mode for sure. But more than beating them it’s about how you delight your customers and prospects. It’s no longer me, me, me – see how great we are. It doesn’t even matter what we say because it’ll be countered very easily in this age of radical transparency. But when people really support what you do and appreciate it, they will be vocal about it.?

5.?What stands out about the successful rebrands you have seen??

They are simple, they are concise in the story they tell, they are organised, and they know that the road doesn’t end there. They continually take gut checks and review the brand. We’ve seen rebrands that have been rebranded. It’s an ever-evolving process. And simplicity wins hands down!

Going back to our conversation about China changing the game, look at Origo Coffee.?In a country historically known for tea, this company has gone beyond packaging and created a whole experience that teaches people about coffee. They are working on a community experience with interesting touchpoints. And that is what helps a brand stick and have legs into the future. They have done a wonderful job – simple and elegant.?

Another good example is your own rebrand for Falck. You have articulated and visualised the compassion and drive that is deeply rooted in employees and therefore in the brand. This is a perfect example of how to be respectful of the brand’s legacy without allowing it to stand in the way of the agility and digital edge that is necessary in business today. The result is authentic, meaningful, and beautifully crafted.???

Are you eager to leap into a brand change that will catapult you into the future? Take a deep breath and consider it carefully before you jump in – why are you doing it? What do you hope to get out of it? Is a complete overhaul necessary or will a refresh suffice? Once you are clear on this, plan, plan, plan, and then plan some more. It will help you prioritise activities, keep you on your toes, and ensure you’re going in the right direction. Get the right people on board from the start – get leadership buy-in, include employees in your plan and utilize their insights. Talk to your customers and look for inspiration outside your industry vertical. And do get outside help – turning yourself inside out is almost impossible, so leverage fresh perspectives and allow people with experience to help you create an impactful brand transformation.

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