It is also important for employees to feel that your brand is clearly visible internally everywhere: what they work for, what they contribute to and what they are part of. This is why we refurbished our premises both internally and externally as quickly as possible and ensured that small details such as cards, pens and other branded items with the Vattenfall logo were made available from the outset. Finally, it is of course important that employees have the tools and resources to properly communicate the brand in content and visually. Your daily brand management needs to be in order, and we are currently optimising that even further”.
Based on your experience, which means and channels work best to bring a new brand to the market?
“I think this strongly depends on the type of brand, but for Vattenfall we have mainly addressed the rebrand communication to customers, with letters, emails and a booklet explaining the brand story. To build up brand awareness on a larger scale at a rapid pace, we put a lot of effort into television, supported by Facebook and YouTube advertising and outdoor ads. Research has shown that this approach has been very effective. The cooperation between corporate, internal, and marketing communication has been particularly valuable in this respect. With a clear common goal, we were able to achieve a lot of cross-fertilisation between the different communication areas.
At Vattenfall we receive a lot of proposals for sponsorships, but so far we haven’t opted for that, mainly because it’s less controllable. We have consciously chosen to focus on building brand awareness. In a next phase, partnerships with parties who endorse our purpose could perhaps further strengthen the brand”.
What do you think the dos and donts are in a major rebranding programme?
“The first major ‘do’ in a major rebranding programme is good preparation. Think very carefully about how you want to do it and what you need to do and make a thorough project plan. It sounds obvious, but it is essential that you have the right people in the right place internally and that they are co-responsible for the interpretation and roll out of all processes. It is important that you make a clear separation between strategy and operation. Make sure that, as a brand manager, you also properly define your own role in the project, so that you have room for strategic direction and do not get continually caught up in the daily operation and the practical details.
If you also think that the team can ‘just do it for a while’ then you are making a mistake. A rebrand has a huge impact on your resources and you have to create space for that. This also means that other projects may be postponed or may not go ahead at all. A rebrand really deserves the highest priority within your organisation.