When All Else Fails...Rebrand?

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??????????????????????? There is a well-worn technique in the marketing/communications tool bag that directs the organization to rebrand itself as a means of obfuscating problems, issues, inertia, and challenges. ??Rebranding an organization changes the conversation externally mostly but causes confusion and uncertainty among the workforce itself.? It affects all industries and types of businesses from professional service firms to aviation, technology, consumer, automotive, pharmaceutical, and others.

??????????????????????? ?Let’s take a step back.

??????????????????????? A legacy company finding itself in a difficult circumstance albeit competitive pressures, shifting market dynamics, slow economy, lack of innovation, depressed financial earnings, and changing consumer behavior, may choose to ignite positive interest again through a rebranding or redesign of its logo, position, value statement, etc.? ?

??????????????????????? A rebranding shifts the focus to a new image.? A new logo.? New signage. A new conversation.? What it doesn’t do is improve the actual operations, systems, performance of the business.? It places a mask over it.

??????????????????????? Consider these organizations who have rebranded and found themselves in worse shape:? American Airlines; HP; Pepsi; X (formerly Twitter); Gap; PWC; BCW (Burson Cohn and Wolfe) and Hershey to name a few.?? In each case, the fundamental issues of market performance, efficacy, value creation, optimization, leadership, and growth were ignored.? Instead, all the energy was placed behind the image – new paint, new logo, new signage, new uniforms, new materials.

??????????????????????? Branding experts @PauloSimas and @HowieChan will tell you that rebranding is effective when it’s part of an entire refresh of the organization – from top to bottom including processes, narratives, systems, structure, metrics, and programs.? To that end, successful rebrands include: Lego; Dunkin’ (formerly Dunkin’ Donuts); GSK; Burberry: Pfizer; BK (Burger King).

??????????????????????? Rebranding done right adds up to one outcome:? Stronger/Broader Engagement.

??????????????????????? For Chief Communications Officer (CCOs), the case for rebranding is one that should involve critical thinking, analysis, enterprise-wide support, and leadership commitment. ?The questions below provide a framework for a strategic examination on whether to initiate a rebranding effort:

?? How do we characterize the business’ performance now?

?? What are its short and long-term prospects?

?? What is missing in our relationships?

?? What are we trying to solve?

?? How will a rebrand impact the rest of the business – culture, employee confidence, operations, systems, technology, stakeholder experience, talent retention/recruitment, etc.?

?? ?Can a rebrand redefine our value proposition in a positive, sustainable manner?

?? How can we convey/communicate in the most optimal way?

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????? Generating energy and momentum for an organization is a critical aspect of growth.?? Doing so through a systematic, surgical approach involving internal improvements aligned with a refreshed external position can reinvigorate employees, customers, consumers, patients, and the like.?? The result is a newfound engagement driving future success.

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Gary ???

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