Don’t throw your brand baby out with the bathwater!
Why you need a brand review before you even start thinking about rebranding (and how to do one)
I often find myself being invited to assess a brand identity; the meeting we have might go something like this: The client knows they have a problem and sometimes they’re able to articulate, at least in part, why that is. But, having already gone through an extensive branding process, maybe as recently as within the previous three years, they’re cautious about what should happen next.
There’s understandable anxiety around throwing good money after supposedly bad. After all, something hasn’t worked out with the not-so-long-ago completed branding. There’s also an awareness that they might not want to scrap everything and start again – throwing away what’s valuable (their brand baby) out with the bath water.
And it’s not as if I haven’t been at the sharp end of this myself…
As well as being the brand consultant brought in to assess a supposedly faltering brand identity, I’ve also found myself on the receiving end. I was recently told that a rebrand we’d completed no more than six months earlier, following months of research and discovery, and an extensive design process, was being scrutinised by an agency owner invited in by the company group.
Confident that this was a definite case where the client would have done better to steady their nerves and give the rebrand more time and support, I thought the experience presented an opportunity to write about the subject of how you can achieve a level of certainty about determining what the problem actually is, and the solution that’s called for.
The question is, do you actually need that full-scale rebrand or something altogether more nuanced?
First of all, it’s important to remember that the sort of changes a successful rebrand can yield don’t happen overnight. Chopping and changing things only causes confusion and damages your brand equity. Branding is never a case of ‘done and forgotten’ because you shouldn’t leave your brand to fend for itself out in the wild.
A brand not only takes time to bed in, it also requires you to actively check in on it. Checking-in might include a number of elements such as examining whether the intentions set at the outset are being realised and assessing how the rebrand is landing with audiences. It’s an important exercise because all sorts of outside influences, from the wider economic and cultural, to the sector-specific, will be having an impact on the fortunes of your brand.
But of course, when doubts remain and the checking-in exercise yields more questions than answers, it’s probably time for a brand review.
A brand review is a comprehensive, 360° audit of the state of your brand. It asks a whole range of questions, from those that are external-facing (Has the world shifted? Do you need to evolve with the changing cultural landscape?), to those that concentrate on looking at what’s going on inside your organisation (Have you developed a new service? Has your business strategy or positioning, i.e. where you stand in the market, changed?).
A brand review will help you find out if there really is a problem and will articulate any issues precisely. This means that you’ll discover if a full rebrand is on the cards or whether something more nuanced is called for – a minor adaptation perhaps, or maybe just more time for your brand to become known in its new guise. And, if there is a fundamental problem, it’ll help you determine the direction your rebrand should take you in.
So, if you’re being plagued by doubts about how your brand is doing, particularly if it’s not that long since you last rebranded, or if you’re worried that you seem to head for the drawing board at the first sign of trouble, read on to find out how taking stock and conducting a brand review worked out for one of our clients.
Recent months saw us working with a charity client that had fundamentally changed their way of working, from focusing solely on end-user beneficiaries, to expanding their focus to take in both end-users and service commissioners and partners. Their existing brand identity wasn’t able to accommodate or resonate with these two distinct audience groups.
In addition, the client was experiencing issues with brand application – brand rules were being broken and they didn’t know why. We were tasked with finding out how the changes that were necessary (i.e. evolving existing branding so it was meaningful to both its distinct audiences) could be introduced as smoothly as possible, ensuring the sort of consistency that would build the brand awareness they were after.
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