Reinventing Brands: 7 Keys to Successful Execution


Reinvention. It’s the theme of today’s American marketplace, and it’s often a business necessity. Whether you’re decision to rebrand is based on falling sales, the desire to target a different market segment, or an effort to rebuild your internal corporate culture, a failed rebranding effort can be devastating. Avoid failure by following a few key points that are essential for rebranding.

Key #1: Get clear on what a brand is

A brand is not just your logo. A brand is the sum total of the messages, interactions, and experiences a customer has with your product, services, and people. To a customer, a brand is the promise of an experience, and the customer’s experience of that promise, delivered. It’s a valuable asset to nurture over time.

Key #2: Maintain control of the rebranding process

Use an impartial third party to guide your efforts. Otherwise, it’s easy for a re-naming effort to deteriorate into what your spouse or employees think. Ground your brand in a strategy that recognizes not only the brand’s origins, but also its ultimate destination in the current and future marketplace. Keep an open mind. Small ideas can get bigger and seemingly big ideas can diminish over time. Also identify those equities that cannot change.

Key #3: Understand that a brand has two owners

The marketer owns 50%, and the customer owns 100%. Yes, that’s 150% in total. The marketer produces messages, products and services. Your customer experiences the brand, and in the digital age, they are in ultimate control of the messages they receive. Check in with customers and, at the very least, include those internal players who have the most customer contact. The worst thing you can do is to decide all branding issues at the top level and dictate those decisions to customers and your troops who must deliver the brand experience. You risk a loss of relevancy and buy-in.

Key #4: Your logo, tagline, typography and design should tell a single-minded story

Every brand is heroic in some way. Its look, feel, and message should tell one story. Think about what your brand fights for and against what odds. Consider what is at stake for customers in terms of their problems, and how you solve those for them. By becoming a hero to your customers, you, in turn, make heroes out of them when they share or recommend your brand. That’s truly adding value.

Key #5: Never forget that a brand should always remain fluid

Some will warn you that changing your brand is a major risk. If it fails, it can be expensive and disruptive. (Note: Coca Cola’s experience with “New Coke.”) However, if you do not violate a brand’s established equities and values, you can still add flexibility into a brand that allows it not to lose relevance. For example, Tide Detergent is built on consumers’ trust that it gets clothes clean—yet the brand has found multiple fresh expressions of that proposition over the years, even adding benefits to fend off competitors. Create an evergreen brand position that is broad enough to be as relevant today as yesterday, and flexible enough to be relevant in the future.

Key #6: Never stop supporting and promoting your brand

Successful brands are a living presence in the marketplace with a tangible relationship with their customers. It’s easy to support a brand in boom times, but much tougher in down times. Study after study has shown that brands that are consistently promoted during a down cycle gain greater sales and market share when the economy turns up. Repetition and brand recognition are infinitely valuable.

Key #7: Be a Brand Champion

Having gone through the discipline of crafting or refreshing your brand, appoint a key leader, typically in marketing, to be a Brand Champion. Set up brand guidelines and procedures to make sure the identity you have carefully created presents a consistent image and message in marketing communications from business cards to digital media, in sales presentations, in signage, at events and trade shows—wherever the customer will engage with your brand.

In summary, executing a rebrand must be extraordinarily strategic, not violate the company’s cultural roots, be relevant and consistently supported, and place the customer benefit front and center at all times. It’s all about them.


With more than three decades of management, executive, consulting and speaking experience in markets all over the world, Miller Ingenuity CEO Steve Blue is the author of, “Outdo, Outsmart… Outlast: A Practical Guide to Managed, Measured and Meaningful Growth.”



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