You know how you every end of the year sit there with a list of new year’s resolutions trying to convince yourself that you will change your life style for the better and hopefully become a better person? And how you a couple of months (or probably days/weeks) later realize that it isn’t that easy to change your routines or the image that everyone else have of you?
Lately, I have found quite a lot of similarities between the scenario above and the process of rebranding. Before I continue, I will give a short definition of the word Rebranding (taken from the ever criticized source Wikipedia).
“Rebranding is a marketing strategy in which a new name, term, symbol, design, or combination thereof is created for an established brand with the intention of developing a new, differentiated identity in the minds of consumers, investors, and competitors.”
The definition alone states quite obviously the similarities between a new year’s promise and the rebranding process. It often takes some time to write a satisfactory list of changes/promises that you are going to fulfill the upcoming year, just as it takes some time to come up with a new strategy for your brand that will ensure that the brand develops a “new, differentiated identity in the minds of consumers, investors and competitors”.
(When I was studying, I often got the feeling that the strategy is the hard part, but now that I’ve been working with brands I’ve realized that the hard part is actually to “keep the promises”. )
And about the same way that you realize that it is more difficult to get new workout routines than you thought (the couch looks so comfy and so lonely every time you get home), it is more difficult to implement the new strategy and to actually create the “brand 2.0”, than it may seem. Obstacles such as different opinions within the company, the never-ending opinion that brands are not that necessary to focus on, too low budget, hierarchical organization structure and low priority or difficulties to get everyone “on board” are probably more of a rule than an exception.
But of course, these are just my thoughts and assumptions partly based on observations. The point I am trying to make though, is that if we can find similarities between brands (and how we treat brands) and things in our everyday life, perhaps we can start using strategies or ways of thinking that we apply in our everyday lives when we manage brands. (Like the similarity between brands and kids that I brought up in an earlier post).
And what will we achieve then, you might wonder? Well, a more “thinking like there is no box” approach to branding and marketing I hope!