How many times has your company rebranded? Even if you answer, “Just once,” we’re guessing that felt like one time too many. And what was it all for? Were you able to achieve your goals? This may be hard to believe even now, but most people still mean redecorating when they say rebranding. They are talking about iterative packaging changes, new logos, and advertising campaigns. No wonder rebrands fall short.
We have identified the most common but usually unspoken circumstances that stand in the way of effectively and predictably changing your company’s market position via rebranding.
This white paper discusses strategies to manage leadership and team expectations, sacred cows, and data. These insights, along with our practical how-to response for each obstacle, will enable you to perform some organizational jujitsu, the real reason to embark on rebranding.
Most people think of creative translation issues when they think of rebranding failure. The reality is that the most common obstacles to a successful rebranding are further up funnel, during brand strategy development. And frankly they are further up the management ladder. That is, unless your definition for rebranding is really just redecorating. A true rebranding gets into the why, the how, and the what behind your brand. It’s not just skin deep and definitely not for the faint of heart.
Here are the obstacles no one seems to be talking about. Identifying and planning for these unspoken hurdles will increase the likelihood of succeeding.
David was two decades into a design career with a wall full of shiny awards and a portfolio of clients including Nordstrom, Starbucks, Nintendo, and REI. His rocket trajectory veered when his oldest child faced a health challenge of indeterminate origin. Hundreds of research hours later, David identified food allergy as the issue and convinced skeptical medical professionals caring for his child. Since that experience, David and Retail Voodoo have been on a mission to create a cleaner, healthier, more sustainable food system for all.
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