Valuable brand auditing
This is a valuable and recommended process where you will discover a lot of relevant data. Take quantity, for example: not every asset has to be rebranded. Some items can be prioritised over others, especially those which have the most visibility. Timing is also a key factor to consider: what are the drivers for the business? Is the plan to implement quickly, say a roll out within one to two years, or maybe phase implementation over a longer period. Of course, all of this will depend on how much the rebrand will cost. The audit will help to establish budget(s), and give considerations as to who will pay for it – central, local teams, or a combination of both.
The great thing about doing the audit is that it can provide a snapshot of existing business processes and how these could be streamlined. For instance, long-cherished processes, protocols and initiatives launched five years ago may no longer fit business needs, especially with the increasing rise of technology and automation in the workplace. So, this is a good opportunity to streamline processes; look for efficiencies and so deliver real savings over time.
Improving processes within an organisation not only allows for better brand management, but can also improve brand consistency enormously, both during and after roll out. Messages, and more importantly, the impact of the brand can often get lost, distorted or misinterpreted when transported over a vast, multi-layered network. By ensuring that all teams are adequately prepared, engaged, and switched-on to the real opportunities which a rebrand can deliver, you can take advantage of the opportunities to build a more coherent brand proposition.
After all, stronger brand coherency means a greater impact.