Of course, there are many other pitch-related factors that can cause a strain on the agency relationship before you’ve even started working together – arduous terms and conditions, excessive investment (financial, time and resource), not to mention setting an unhealthy precedent whereby the agency is at the client’s beck and call. Hardly the way to start a long-lasting and mutually beneficial partnership of peers. The message is clear: a different tack is required.
I’ve learned over the years, that – based on a well-crafted brief – handpicking and introducing experienced specialists to clients works faster, is less frustrating for all. It is also far more effective in creating value for organisations and their agency ecosystems in the long run.
A good overview of international rebrandings over the last decade and their agencies and awards can be found on rebrand.com, an independent international source for rebranding cases.
3. Rebrand execution: planning for implementation
It is all very well having invested in the development of a powerful new brand identity. However, without the requisite preparation and planning for implementation, it will not fulfil its potential. So often I see that the evaluation of the implications for brand roll-out is an afterthought when the creative process is already well underway. This is counter-intuitive, given the relatively high spend required for brand implementation when compared with the investment in the development of the brand identity itself. Indeed, our database on the spend of rebranding initiatives tells us that if you spend $1 on the creative process, on average an organisation will spend $20 on its implementation.
A successful rebranding requires starting a rigorous planning and preparation process for roll-out before commencing the creative process. The preparation and planning of the roll-out process can take place without knowing what the actual creative expression is going to be. As long as an organisation has a good understanding of the potential routes, an experienced partner can translate these into a comprehensive evaluation of the extent of change required, as well as the associated financial and organisational implications of the roll-out options.
Consequently, the planning and investment-case development can take place parallel to the creative development process. By running the creative process (the magic) and the planning and preparation (the logic) in parallel, organisations can present the full picture of the rebrand at the same time to their board. And this helps facilitate the decision-making process. Circling back to Simon Sinek’s terminology, it is how you bring the ‘Why’, the ‘What’ and the ‘How’ together in the business case for change.