1. Making the case for a rebrand
Make no mistake, organisations don’t consider rebranding for fun. It can be a substantial undertaking and requires careful planning, resources, a good strategy and creative, and a business case – your CFO will also need to understand the rationale, and the associated risks.
By applying some Simon Sinek terminology to rebranding, we can categorise the following elements in a potential rebrand:
The Why – the rationale for rebranding, either one or more of the eight reasons for a rebrand I described in episode I – why are we rebranding?
The What – what will change due to the rebranding: is it the purpose, name, brand expression, style, tone of voice, logo, or any combination of these? What is it that the brand stands for and how will it look, sound, think, and perform in an ideal world going forward?
The How – how will the organisation deal with the dynamics of the change? How will we organise this process and how will we bring the rebrand/ brand refresh to life across all touchpoints and channels, both in our internal and external communications, and through our brand expression, to maximise the impact and minimise costs?
Working with many organisations around the world that are evaluating whether to rebrand, I am fascinated that the brand leaders at many of our clients, the very people who are building the case for brand change, focus so heavily on the ‘Why’ and the ‘What’ that they often risk undermining the initiative by neglecting the ‘How’.